O capital humano e a execução da estratégia sob a perspectiva de gestores : um estudo multicasos no segmento da alimentação coletiva

Abstract

With the passing of the industrial era and the arrival of the information era, organizations have begun to realize that just having the best equipment, technology and more financial resources to become competitive would not be enough , after all, these resources are easily conquered and imitated also by competition . Thus, intangible and hard to imitate resources tend to arouse the interest of organizations as a differential to obtain sustainable competitive advantages. The challenge within this context is to understand how and which intangible assets are indeed sustainable competitive advantages for companies. In this analysis, intellectual capital - which is formed by structural capital and human capital - is considered one of the major sources for organizations to obtain that competitive edge. Thus, this study seeks, primarily, from a review of the concepts of strategic management, balanced scorecard, intellectual capital, human capital and human capital scorecard, to understand the human capital and strategy execution. Then, in order to empirically verify this issue, we carried out an investigation in six companies in the food service segment belonging to the same business group. In turn, the study method used is in a qualitative exploratory research, the multi-case study type. The empirical research was conducted in four stages: 1 ) secondary data collection in the archives of the company; 2nd ) interviews with the directors, managers and supervisors of companies; 3rd ) participant observation in strategic planning meetings, results, operations and training and promoted by the company; 4a ) analysis of data obtained in the previous steps by the technique of content analysis. As a support for the research, we used the "matrix human capital - strategy execution ", which was developed based on the theoretical concepts of Beatty, Becker and Huselid (2005) and Kaplan and Norton (2003, 2004) in order to evaluate and tabulate the responses. The results obtained with the application of the research showed that there is an understanding by part of the managers surveyed, that human capital is an important asset in strategy execution, but the practice of recovery and development of this important asset still proves to be a challenge for organizations. It should be mentioned that the results obtained in this study may also serve as a basis for future research and as information for companies in the service sector, especially the collective power.