Automated Author ProfileVaz, Samir Lótfi
Vaz, Samir Lótfi
Current S-Index
Sum of Dataset Indices for all datasets
Average Dataset Index per Dataset
Average Dataset Index per dataset
Total Datasets
Total datasets for this author
Average FAIR Score
Average FAIR Score per dataset
Total Citations
Total citations to the author's datasets
Total Mentions
Total mentions of the author's datasets
S-Index Interpretation
The S-Index (Sharing Index) is a comprehensive metric that represents the cumulative impact of all your datasets. It is calculated as the sum of Dataset Index scores across all your claimed datasets.
What it means:
- A higher S-index indicates greater overall impact of your datasets relative to typical datasets in their fields of research
- The S-Index grows as you add more datasets or as existing datasets gain more citations and mentions
- It provides a single number to track your research data impact over time
Current S-Index: 0.7 (sum of 2 datasets Dataset Index scores)
More information here.
S-Index Over Time
Cumulative Citations Over Time
Cumulative Mentions Over Time
Datasets
Abstract Purpose: This paper discusses the role of strategy making in organizational learning. By linking organizational learning and strategy-as-practice literatures, the objective of this research was to analyze how intertwined the cognitive process and strategic activities are in organizational learning. Design/methodology/approach: The metodology used is a longitudinal qualitative single case study of one of the largest Brazilian companies in the power industry. The unit of analysis is the firm’s growth strategy through mergers and acquisitions from 2003 to 2012. Findings: The findings show that organizational learning involved four sequenced causal flows in which specific types of strategic activities contributed directly or indirectly to learning loops. Originality/value: Our main contribution is to show that the implementation of strategic activities is the key to strategic renewal.
Authors
- Versiani, Ângela França ;
- Rezende, Sérgio Fernando Loureiro ;
- Magalhães, Ana Thereza Novaes ;
- Vaz, Samir Lótfi
Abstract Purpose: This paper discusses the role of strategy making in organizational learning. By linking organizational learning and strategy-as-practice literatures, the objective of this research was to analyze how intertwined the cognitive process and strategic activities are in organizational learning. Design/methodology/approach: The metodology used is a longitudinal qualitative single case study of one of the largest Brazilian companies in the power industry. The unit of analysis is the firm’s growth strategy through mergers and acquisitions from 2003 to 2012. Findings: The findings show that organizational learning involved four sequenced causal flows in which specific types of strategic activities contributed directly or indirectly to learning loops. Originality/value: Our main contribution is to show that the implementation of strategic activities is the key to strategic renewal.
Authors
- Versiani, Ângela França ;
- Rezende, Sérgio Fernando Loureiro ;
- Magalhães, Ana Thereza Novaes ;
- Vaz, Samir Lótfi