Avaliação de desempenho em cooperativas de crédito: um estudo à luz da estratégia de operações de serviços
In this research, the study of the evaluation of the performance of operations in the context of credit cooperatives will be studied, aiming to demonstrate if the content of the operations strategy is present in the structuring of unique models of evaluation of organizational performance through the...
| Autor principal: | Martins, Poliana |
|---|---|
| Formato: | Dissertação |
| Idioma: | Português |
| Publicado em: |
Universidade Tecnológica Federal do Paraná
2019
|
| Assuntos: | |
| Acesso em linha: |
http://repositorio.utfpr.edu.br/jspui/handle/1/4068 |
| Tags: |
Adicionar Tag
Sem tags, seja o primeiro a adicionar uma tag!
|
| Resumo: |
In this research, the study of the evaluation of the performance of operations in the context of credit cooperatives will be studied, aiming to demonstrate if the content of the operations strategy is present in the structuring of unique models of evaluation of organizational performance through the methodology MCDA-C .The main objective of this research is to compare the origins of knowledge by analyzing the content of the service operations strategy, proposed by the literature and validated by experts, with the content elaborated in the construction of performance evaluation models in 4 decision contexts. The specific objectives of the research are: (i) Mapping the current state of the literature on the subject of performance evaluation in credit cooperatives; (ii) Conduct research with specialists to identify the content that they deem relevant for the evaluation of performance in credit cooperatives; (iii) Illustrative definition of the main content of the operations strategy: performance objectives and decision areas; (iv) Construction of a performance evaluation model for each context and (v) Realization of the confrontation between the models built for the different management and contexts. The results of the research provided a set of data external to the context that was used as theoretical support for the confrontations carried out; structuring of 4 unique models of organizational performance evaluation performed using the MCDA-C methodology; conceptual interpretation of the lenses of the operations strategy carried out on the cognitive maps of the models, which proved and identified the content of the operations strategy in the models; and confrontation between the constructed models that proved the singularity of the models. The conclusions point out that the integration of organizational performance assessment and operations strategy can offer competitive advantage to organizations, since it allows identifying opportunities for improvement that offer leverage of strategic performance of companies. |
|---|