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  • ItemAcesso Restrito
    A experiência de turismo comunitário rural em Prainha do Canto Verde, Ceará, Brasil
    2014 - Garcia, José Gonzalez; Marques, Carlos Peixeira; Marques, Carla Susana Da Encarnação
    Este artigo tem como objetivo analisar o turismo de base comunitária existente na comunidade de pescadores da Prainha do Canto Verde, localizada na costa leste do Ceará - Brasil. Nesta pesquisa busca-se analisar questões voltadas para: oferta turística, escala de visitação, perfil dos turistas e expectativa da comunidade em relação a posse do território e identidade sociocultural. A metodologia adotada para esta pesquisa caracteriza-se como qualitativa, estudo de caso, com pesquisa bibliográfica e de campo. Os resultados da pesquisa indicam que a oferta de infraestrutura turística é de pequena escala, o perfil dos turistas é predominantemente de entusiastas rurais calmos e entusiastas rurais ativos; os pescadores dessa comunidade estão preocupados com mudanças que possam ocorrer, em seu estilo de vida, alterando a paisagem natural e levando à perda de identidade local. Desejam manter o turismo comunitário existente e proteger a pesca da lagosta, que são seus principais atrativos.
  • ItemAcesso Restrito
    A influência do género e da ocasião de consumo nas motivações para a compra de vinho
    2014-02-06 - Guia, Ana; Marques, Carlos Peixeira
    As motivações para a compra e consumo de vinho dependem de diversos factores relacionados com a situação de uso. Na literatura de marketing são referidos exemplos de efeitos directos sobre as motivações do género do comprador e da ocasião de consumo. O presente trabalho introduz uma formulação alternativa destes efeitos, considerando-os indirectos, i.e. completamente mediados pelo conhecimento subjectivo do comprador e pelas emoções que ele associa ao respectivo consumo. O modelo foi validado numa amostra de 523 compradores entrevistados no momento da compra em grandes superfícies retalhistas da Grande Lisboa e do Grande Porto. Os resultados apontam para a rejeição dos efeitos directos, sendo o conhecimento subjectivo o mediador mais importante. Sugere-se que a autoconfiança e eficácia na decisão que aparecem associadas ao conhecimento subjectivo justifiquem que os homens se sintam mais motivados para o consumo. Este efeito positivo do conhecimento na motivação é ainda mais importante nas ocasiões regulares.
  • ItemAcesso Restrito
    Strategic Knowledge Management, Innovation and Performance: An Initial Study of Portuguese Footwear Companies
    2014-09-04 - Marques, Carla Susana Da Encarnação; Leal, Carmem Teresa Pereira; Marques, Carlos Peixeira; Cardoso, Ana Rita
    In recent years knowledge management (KM) has become a major focus of attention among academics, politicians, policy‐makers and other stakeholders involved in the sphere of strategic management. The recent work of Choi et al. (2008), López‐Nicólas and Meroño‐Cerdán (2011), Jiménez‐Jiménez and Sanz‐Valle (2011) provides comprehensive and perceptive contextualizations of the key issues surrounding the potential implications of knowledge management for innovation and performance in the organizations. Few empirical studies have examined the interface between strategic management, innovation and performance, and none, to our knowledge, has been applied to the footwear industry. The choice of this sector is justified by the growth of production and exports in a period of financial crisis (7.6% in 2013) and the fact that 132 countries are currently importing Portuguese‐made footwear, exports of which now constituting 96% of the industry’s output. The present study aims to extend research into the importance of knowledge management’s contribution to business strategy, thereby shedding light on whether improvements in the former can directly or indirectly enhance organizational performance, via increases in innovation in the footwear industry. This article focuses on the first phase of a study in which we opted for a qualitative methodology, applying semi‐structured interviews to the CEOs of three companies and three academic specialists in this area, with a view to evaluating the relation between strategic knowledge management (above all, aspects related to codification and personalisation) and their consequences for innovation and for the firms’ (financial and non‐financial) performance. Our analysis of the interviews suggests that knowledge management strategies (codification and personalisation) have a positive effect on innovation and organizational performance, both directly and indirectly, thereby identifying a series of potentially interesting hypotheses that can be tested using a more quantitative research model.
  • ItemAcesso Aberto
    The Role of Intellectual Capital in a Credit Cooperative: a multivariate analysis
    2014-09-04 - Leal, Carmem Teresa Pereira; Marques, Carla Susana Da Encarnação; Marques, Carlos Peixeira; Braga-Filho, Elizomar
    To stay ahead of their competitors, firms need to create and develop proactive strategies that emphasize factors that differentiate them from others in their sector. In this sense and given the current scenario of marketplace instability and uncertainty, the way firms develop and manage their intellectual capital (IC) is crucial. Firms can be distinguished from their rivals in terms of their ability to identify, invest in and manage their IC – in other words the knowledge over which they exercise control or influence – an intangible asset that is not as easily quantifiable or replicable as other assets. In today’s globalized and highly competitive world, the only way to compete with producers benefiting from low production costs is to invest in people, and this requires organizations to believe in the creative ability, emotional intelligence and adaptability of their staff and collaborators. Human resources with appropriate skills, motivation and commitment are the key to increased competitiveness because only they have the capacity to create products and services with greater value for the consumer and thereby generate better performance by the organization. Numerous studies have highlighted the role of IC as a key driver of organizational performance due to its centrality as an asset in the value creation process (Chen, Shih and Yang, 2009; Kang and Snell, 2009; Campisini and Costa, 2008). However, few studies have demonstrated the relationship that may be developed between various aspects of IC and the satisfaction felt by the staff involved (Longo and Mura, 2011). Employee satisfaction (in general) and promotion opportunities expressing organizational recognition of staff contributions (in particular) provide a stimulus to greater committed to the organization’s interests and thereby enhance productivity, effectiveness and efficiency. Clearly, since human resources (HR) constitute the only asset that, strictly speaking, the organization does not own, and that the time and money it spends on training can easily be wasted if staff turnover is high, it is crucial for 21st century organizations of all types to attract, develop and above all retain qualified, committed and satisfied staff. Our focus on Credit Cooperatives (CC) is explained by their emergence as a significant alternative to large financial corporations ‐ especially private banks. CCs are able to offer specific and attractive benefits to their members and can play a key role in stimulating socioeconomic development at the territorial level (Araújo and Silva, 2011; Seguí‐Mas and Izquierdo, 2010). The aims of the research reported on here were (1) to identify which aspects of IC most influence employee satisfaction in the financial institutions analyzed and (2) to specify the type of influence these dimensions have on staff satisfaction. Data were collected using a questionnaire based on Bontis (1998) applied to all employees of a CC in north‐eastern Brazil. After processing the data using SPSS 21.0, it was found that (1) Human Capital is not an unidimensional concept and was further subdivided into training and participation; and (2) only structural and relational dimensions of IC affected respondents’ satisfaction positively. By making known to organizational leaders and managers that there exists a link – albeit indirect – between IC and organizational performance may encourage them to invest more in an intangible asset that has the intrinsic ability to create sustainable flows of value for both client and organization.