O presente artigo investiga o processo de decisão de pesquisa das comunidades acadêmicas de Gestão no Brasil, especialmente frente às exigências da CAPES. Primeiramente, revisitamos a situação da academia brasileira antes das normas da CAPES, exploramos a seguir a reação dos acadêmicos frente ao novo marco institucional, fazendo uso de fontes secundárias e entrevistas com pesquisadores brasileiros e norte-americanos. Finalmente, traçamos algumas proposições preliminares para o processo decisório subjacente a esse comportamento. Concluímos com uma revisão de diversas formas adotadas pelas instituições brasileiras de tentativa de adaptação às normas e perspectivas futuras de evolução da pesquisa em Gestão no Brasil. Sugerimos que, ainda que a CAPES tenha desempenhado um papel fundamental de disciplinador do meio acadêmico, existe uma oportunidade de discussão do seu papel e arranjo institucional no longo-prazo, quanto às suas funções, na medida em que a academia não necessite mais de um órgão especializado para sustentar tanto o volume de pesquisa, quanto a sua interação com a comunidade.

Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ADILSON ADERITO SILVAUniversidade Presbiteriana Mackenzie (UPM), São Paulo -SP, Brazil. FERNANDO COELHO MARTINS FERREIRA ABSTRACTPurpose: The purpose of this study is to propose a model to estimate how uncertainty, flexibility, and operational performance are related. The assumption is that competition in the current business environment has been broadening consumers' options. These options have brought uncertainty to companies regarding the adoption of operational strategies, particularly to adjustment of flexibility to their competitive priorities. Originality/value: The research designed a theoretical model that presents convergent, discriminant validity, and good reliability. Therefore, it is possible to estimate the perceived uncertainty, flexibility, and operational performance from a set of evaluated companies. Design/methodology/approach: Data was collected out of managers and analysts from the financial, energy, and manufacturing sectors. The uncertainty was estimated by taking into account the state, the effect, and the choice of responses from changes in business environment. In addition, it was considered the flexibility and the performance within the operational indicators. Findings: The results reveal moderate managers' ability to predict the state of the environment and its effects on their organization's activities. Also they show that uncertainty does not influence the operational performance when mediated by flexibility. Thus, in a moderate environmental stability, flexibility can be adopted to mitigate the effects of uncertainty on operational performance. KEYWORDSUncertainty. Operational performance. Flexibility. Business environment. Proactive strategy.Uncertainty, flexibility and operational performance of companies: modelling from the perspective of managers Revista de

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This paper presents the results of a study whose objective was to understand how location within industrial concentrations, like clusters or industrial districts, affects the financial performance of firms. In its theoretical framework, this paper attempts to introduce the reasons behind the alleged superior performance of firms located in these concentrations, the base of the hypothesis formulated in this study. Analysis from a three-level hierarchical linear model applied to a sample of 509 companies located in the state of São Paulo found no evidence that industrial concentrations provide firms with superior performance, contradicting expectations generated by the theory. The decomposition of the variance of performance indicated that the location of the firms and the form with which a city interacts with an industry exerts significant influence on how they will perform. In short, location matters to the future of firms. This finding underlines the need to understand how characteristics of cities or regions can promote or retard the performance of firms.

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