| dc.description.abstract | The present dissertation approaches the issue of Economics and Operations Strategy regarding questions concerning The Theory of the Firm and, in particular, those related to the firm’s internal organization. Its purpose is to propose a framework for analyzing and managing the firm’s internal organization regarding economic results from the perspective of the Theory of the Firm and the concepts, approaches, methods and tools related to the discipline coming from the Operations Strategy. The theoretical background aimed at analyzing, from a historical perspective, the existing concepts and theories of the Firm in the Economic field. Considering the gaps observed concerning how the theoretical framework of economy leads the internal organization of the Firm, the possibility of searching for theories and concepts from the field of Operations Strategy arise in an attempt to fill these gaps. From this, these theoretical concepts were identified and organized by the method of Design Research, which allowed the suggestion of an artifact that counted on 16 (sixteen) propositions related to how the approaches, concepts and techniques of Operations Strategy can help the internal organization of the Firm achieving better economic results. Once developed and done, this artifact has been tested in a practical case on “X” Firm, focusing on one of its two Strategic Business Units. The resulting knowledge of this practical application in the evaluation stage of the model enabled identifying possible improving points in order to make the model more complete and robust. These suggestions were incorporated into the artifact, producing a final model, M1. As a result, it was possible to identify what the theories of the Firm state considering its internal organization, to introduce new kind of approaches to operations strategy which can be used to better understand the internal organization of the Firm, and, finally, to propose a framework for analyzing and managing the internal organization, validate it and improve it, resulting on the creation of the “M1” model. | en |
