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Dear readers,

First, we are glad reviewers both from BBR and other journals are finding our “Guidelines for reviewers” section useful ( Since we launched it 2 months ago, we have had more than 115 page views, or about 2 page views per day, for something that isn’t a core content for most BBR readers. The interest of our review template (, with more than 60 downloads to date, corroborates the acceptance of our proposition.

For those of you who have missed it, our Editorial Assistant, Patricia, is on maternity leave. Her baby girl, Mai, is perfectly healthy and growing fast :) Rubia Bottacine has been filling her position as our Acting Editorial Assistant flawlessly. Once again, thanks Rubia for accepting the challenge.

Last, but not least, you may have noticed that the layout of our articles has changed. Although the modifications are subtle, it is lighter and more modern, making your reading easier. We hope you liked it. Thanks Patricia and Rubia for leading the transition so smoothly.

Without further ado, in this issue we have Lara, Vizeu & Alves exploring the use metaphors in the organizational context. Using an ensemble of theoretical backgrounds, including Habermas’ Critical Theory, the research points that the use of metaphors in managerial literature sometimes reflects a utilitarian and anachronistic distortion of the contexts originating in metaphorical symbolic forms.

Next, Martins, Siqueira & Sousa Neto investigate the role of network performance, trust and internal resources in the effectiveness of network governance (NG), and its effect on performance. Conducting a survey with 181 companies linked to FIEMG-MG, the authors find that trust and internal resources are important antecedents of NG, and that NG impacts positively company performance. The research enriches a recent strand of literature still lacking both theoretical and empirical studies. Companies can also profit from the findings by indicating paths to effectively implementing NG.

On the third paper Zilber, Monken & Quevedo-Silva study how social media can affect the way healthcare providers deliver their services. Their research focuses on investigating which factors lead to the adoption of social media by SMEs in the healthcare sector in Brazil. Using a sample of 211 SMEs and a SEM-PLS model, results show that both the perceived characteristics of the social media and the characteristics of the adopter are factors that contribute to the adoption of these media by the enterprises.

Following, Severgnini, Takahashi & Abib systematically review literature on risk and organizational ambidexterity. Using meta-synthesis, results show that (a) risk and uncertainty in?uence the way the organization invests resources in exploration or in exploitation; (b) risk moderates the direct e?ect of exploration and exploitation on performance and on decision making, and (c) risk has a direct e?ect on organizational performance, reducing it, or in?uencing strategic decision-making. The study contributes to a better understanding of the relations between risk and ambidexterity, while also offering a conceptual model that can be used by practitioners.

On the fifth paper, Severo, Guilmarães, Dellamerlin & Ribeiro, deal with the in?uence of social networks on environmental awareness and the social responsibility of Baby Boomers, Generations X, and Y. With respondents from Brazil’s South and Southeast regions, the Structural Equation Model shows that individuals who are exposed to information related to social responsibility and environmental sustainability are positively in?uenced in the formation of social and environmental awareness. However, the response differs between generations, with weaker reactions from generation Y, indicating that different audiences may require different strategies. The research also contributes with the creation and validation of scales for Social/Environmental Networks and Social Networks/Social Responsibility.

Closing the issue, Carvalho & Ribeiro use Network Analysis to explore who owns the firms listed on B3, the Brazilian stock exchange. Results show a network with a giant component of 726 players. The mapping also shows highly connected hubs and three central shareholders: BNDESPar, Previ and BlackRock, with BNDESPar, a state holding company, as the most central actor among the three. This research may spark further investigations of the theme, like investigating how the network changes over time and comparing it with other countries, deepening our understanding of the Brazilian stock market.

We hope you enjoy our selection of papers. Good reading!

Fabio Motoki – Editor-in-Chief -

How to Cite
Motoki, F. (2019). Editorial. Brazilian Business Review, 16(5). Retrieved from
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