Managerial Maturity in Beef Cattle Farms: An Exploratory Application of the Management Excellence Model and Adaptation Guidelines for Rural Enterprises

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This article presents an exploratory application of the Management Excellence Model (MEG), in its simplified version, to assess managerial maturity in three beef cattle farms anonymized as Farm A, Farm B and Farm C. The study, conducted within the research area of Agricultural and Agro-industrial Production Management, adopted a multiple-case design using a qualitative-quantitative approach, structured interviews, on-site visits and verification of managerial evidence. Results indicated intermediate to advanced managerial maturity with overall scores of 70%, 80% and 77%, respectively. The most recurrent gaps were concentrated in Systemic Thinking, Stakeholder Commitment and Transformational Leadership, while Adaptability, Sustainable Development, Process Orientation and Value Generation showed stronger performance. The analysis showed that high operational maturity does not necessarily entail consolidated strategic maturity, a distinction interpreted through the lens of ordinary and dynamic capabilities, the latter read through the perception (sensing) and capture (seizing) of opportunities that remain weakly institutionalized on the farms. Based on the findings, preliminary guidelines are proposed for an interpretive adaptation of MEG to rural enterprises, preserving its scoring architecture and qualifying the reading of its fundamentals, based on evidence specific to beef cattle farming. The study concludes that the simplified MEG can support managerial diagnosis in rural contexts, when interpreted in accordance with the productive, environmental, commercial, and organizational specificities of rural enterprises, and that consolidating strategic maturity depends on ongoing managerial capacity-building initiatives.

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