PROCESSOS E RESULTADOS DA IMPLEMENTAÇÃO DE UMA JOINT VENTURE: ESTUDO DE CASO EM UMA EMPRESA DO SETOR METAL-MECÂNICO

Gabriel Sperandio Milan, Flávia Camargo Bernardi, Fabiano Larentis, Deonir De Toni

Resumo


Este estudo buscou analisar os processos e resultados da implementação da joint venture JOST Brasil Sistemas Automotivos Ltda., resultado da parceria entre a empresa brasileira Randon S/A. e a empresa alemã JOST-Werke. Como metodologia foi utilizada a pesquisa qualitativa, com caráter exploratório, a partir do desenvolvimento de um estudo de caso único, tendo como técnicas de coleta a pesquisa documental e entrevistas em profundidade. Entre os resultados identificou-se que a estruturação e o desenvolvimento da joint venture foram alicerçados pelos níveis de interdependência, confiança e comprometimento, qualidade das interações, adequação dos mecanismos de governança e congruência de interesse entre as partes.


Palavras-chave


Estratégia Competitiva; Alianças Estratégicas; Joint Ventures.

Texto completo:

PDF/A

Referências


ABDOU, K.; KLICHE, S. The strategic alliances between the American and German companies: A cultural perspective. European Business Review, v. 16, n. 1, p. 8-27, 2004.

AUSTER, E. R. The relationship of industry evolution to patterns of technological linkages, joint ventures, and direct investment between US and Japan. Management Science, v. 38, n. 6, p. 778-792, 1992.

AUSTER, E. R. Macro and strategic perspectives on interorganizational linkages: A comparative analysis and review with suggestions for reorientation. Advances in strategic management, v. 10, n. 1, p. 3-40, 1994.

BAMFORD, J.; ERNST, D.; FUBINI, D. G. Launching a world-class joint venture.Harvard Business Review, v. 82, n. 2, p. 90-100, 124, 2004.

BAMFORD, J.D.; GOMES-CASSERES, B.; ROBINSON, M. S. Mastering alliance strategy: A comprehensive guide to design, management and organization. San Francisco: Jossey-Bass. 2003.

BARDIN, L. Análise de conteúdo. Lisboa: Edições70, 2004.

BARNEY, J. B.;HESTERLY, W.S.Administração estratégica e vantagem competitiva.3. ed. São Paulo: Pearson Prentice Hall, 2011.

BEAMISH, P. W.; LUPTON, N. C. Managing joint ventures. The Academy of Management Perspectives, v. 23, n. 2, p. 75-94, 2009.

BLEEKE, J.;ERNST, D.Is your strategic alliance really a sale?.Harvard Business Review, v. 73, n. 1, p. 97-105, 1995.

BOLTON, P.; DEWATRIPONT, M. Contract theory. Cambridge: MIT press, 2005.

BUCKLEY, P.J.; CASSON, M.C.An economic theory of international joint venture strategy.Journal of International Business Studies, v. 27, n. 5, p. 815-842, 1996.

BUCKLEY, P. J.; HUSAN, R.; GLAISTER, K. W.; Strategic business alliances: an examination of the core dimensions. Massachusetts: Edward Elgar, 2004.

CHATURVEDI, S.; GAUR, A.S.A dynamic model of trust and commitment development in strategic alliances. IJMB Management Review, v. 21, n. 3, p. 173-188, 2009.

CHILD, J.; FAULKNER, D. Strategies of Cooperation: Managing Alliances, Networks, and joint ventures. New York: Oxford University Press, 1998.

CONTRACTOR, F. J. Interorganizational cooperation and our manifest destiny: An evolutionary perspective. Futures Research Quarterly, v. 23, n. 2, p. 5, 2007.

CUI, A. S.; KUMAR, M. V. Termination of related and unrelated joint ventures: A contingency approach. Journal of Business Research, v. 65, n. 8, p. 1202-1208, 2012.

CULLEN, J. B.; PARBOTEEAH, K. P. International business: strategy and the multinational company. New York: Routledge, 2010.

CZINKOTA, M. R.; RONKAINEN, I. A. Global business: positioning ventures ahead. New York: Routledge, 2011.

DAMANPOUR, F. et al. Organizational culture and partner interaction in the management of international joint ventures in India.Asia Pacific Journal of Management, v. 29, n. 2, p. 453-478, 2012.

DAS, S.; SEN, P. K.; SENGUPTA, S. Strategic alliances: a valuable way to manage intellectual capital?.Journal of Intellectual Capital, v. 4, n. 1, p. 10-19, 2003.

DAS, T.K.; TENG, B. Trust, control, and risk in strategic alliances: An integrated framework. Organization studies, v. 22, n. 2, p. 251-283, 2001.

DENZIN, N. K.; LINCOLN, Y. S.The SAGE handbook of qualitative research. 4. ed. Thousand Oaks: Sage, 2011.

DRAGO, W. A. When strategic alliances make sense. Industrial Management & Data Systems, v. 97, n. 2, p. 53-57, 1997.

DUSSAUGE, P.; GARRETTE, B. Cooperative strategy: competing successfully through strategic alliances. Chi Chester: John Wiley & Sons, 1999.

EIRIZ, V. Proposta de tipologia sobre alianças estratégicas. Revista de administração contemporânea, v. 5, n. 2, p. 65-90, 2001.

ELMUTI, D.; KATHAWALA, Y. An overview of strategic alliances. Management decision, v. 39, n. 3, p. 205-218, 2001.

FAULKNER, D. International strategic alliances: Co-operating to compete. Maiden head: McGraw-Hill, 1995.

FLICK, U. Uma introdução à pesquisa qualitativa. 2. ed. Porto Alegre: Bookman, 2004.

FLICK, U. Desenho da pesquisa qualitativa.Porto Alegre: Artmed, 2009.

FUSFELD, D. Joint subsidiaries in the iron and steel industry.American Economic Review, v. 48, n. 1, p. 578-587, 1958.

GULATI, R. Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of management journal, v. 38, n. 1, p. 85-112, 1995.

GULATI, R. Alliances and networks. Strategic management journal, v. 19, n. 4, p. 293-317, 1998.

GULATI, R.; SINGH, H. The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Administrative science quarterly, p. 781-814, 1998.

GULATI, R.; SYTCH, M.; MEHROTRA, P. Breaking up is never easy: Planning for exit in a strategic alliance. California Management Review, v. 50, n. 4, p. 147-163, 2008.

GUMMESSON, E. Marketing de relacionamento total. 3. ed. Porto Alegre: Bookman, 2010.

HAIR JR, J. F. et al.Fundamentos de métodos de pesquisa em administração. Porto Alegre: Bookman, 2005.

HAIR JR, J.F. et al.Fundamentos de pesquisa de marketing.Porto Alegre:Bookman,2010.

HAMEL, G.; PRAHALAD, C.K. Strategic intent.Harvard Business Review, v. 67, n. 3, p. 63-78, 1989.

HAMEL, G.; PRAHALAD, C.K. Competindo pelo futuro: estratégias inovadoras para obter o controle do seu setor e criar os mercados de manhã. 10. ed. Rio de Janeiro: Campus, 2000.

HARBISON, J. R.; PEKAR JR, P. Alianças estratégicas: quando a parceria é a alma do negócio e o caminho para o sucesso. São Paulo: Futura, 1999.

HARRISON, J. S. Administração Estratégica de Recursos e Relacionamentos. Porto Alegre: Bookman, 2005.

HENNINK, M.; HUTTER, I.; BAILEY, A. Qualitative research methods. Thousand Oaks: Sage, 2011.

HITT, M. A.; IRELAND, R. D; HOSKISSON, R. E. Administração estratégica: competitividade e globalização. 2. ed. São Paulo: Cengage Learning, 2009.

HOOLEY, G.; PIERCY, N. F.; NICOULAUD, B. Estratégia de marketing e posicionamento competitivo.4. ed. São Paulo: Pearson Prentice Hall, 2011.

HOSKISSON, R. E. et al.Estratégia competitiva. São Paulo: Cengage Learning, 2009.

HUNT, S. D.; LAMBE, C. J.; WITTMANN, C. M. A theory and model of business alliance success. Journal of Relationship Marketing, v. 1, n. 1, p. 17-35, 2002.

INKPEN, A. C.; LI, K. Joint venture formation: Planning and knowledge-gathering for success. Organizational Dynamics, v. 27, n. 4, p. 33-47, 1999.

ISIDOR, R.; SCHWENS, C.; HORNUNG, F.; RUEDIGER, K. The impact of structural and attitudinal antecedents on the instability of international joint ventures: The mediating role of asymmetrical changes in commitment. International Business Review, v. 24, n. 2, p. 298-310, 2015.

IYER, K. N. S. Learning in strategic alliances: an evolutionary perspective. Academy of Marketing Science Review, v. 10, n. 1, p. 1-14, 2002.

KANTER, R. M. Collaborative advantage. Harvard business review, v. 72, n. 4, p. 96-108, 1994.

KAUSER, S.; SHAW, V. The influence of behavioural and organisational characteristics on the success of international strategic alliances. International Marketing Review, v. 21, n. 1, p. 17-52, 2004.

KEEGAN, W.J.;Marketing global.7.ed. São Paulo: Pearson, 2006.

KING, N.; HORROCKS, C. Interviews in qualitative research. London: Sage, 2010.

KOGUT, B. The stability of joint ventures: Reciprocity and competitive rivalry. The Journal of Industrial Economics, p. 183-198, 1989.

KOGUT, B. Joint ventures and the option to expand and acquire. Management science, v. 37, n. 1, p. 19-33, 1991.

KOZA, M. P.; LEWIN, A. Y. The co-evolution of strategic alliances. Organization science, v. 9, n. 3, p. 255-264, 1998.

LARENTIS, F.; MILAN, G. S.; BERNARDI, F. C.; TONI, D. De. Joint Ventures como Estratégia de Internacionalização: Benefícios e Riscos. Global Manager, v. 13, n. 2, p. 1-23, 2013.

LIN, H.; DARNALL, N. Strategic alliances for environmental protection – facilitating sustainable innovation through collaboration: a multista keholder perspective. New York: Springer, 2007.

LOPES, F. D.et al. Institutional environments in the formation of international joint venture: a Brazilian case study. GESTÃO. Org, v. 5, n. 2, 2010.

LORANGE, P.; PROBST, G. J. B. Joint ventures as self-organizing systems: A key to successful joint venture design and implementation. Columbia Journal of World Business, v. 22, n. 2, p. 71-77, 1987.

LORANGE, P; ROOS, J. Alianças estratégicas: formação, implementação e evolução. São Paulo: Atlas, 1996.

MALHOTRA, N. K. Pesquisa de marketing: uma orientação aplicada. Porto Alegre: Bookman, 2012.

MARSHALL, C.; ROSSMAN, G. B. Designing qualitative research. London: Sage, 2006.

MAYER, K. J. Designing Interorganizational Contracts: the Role of Detailed Task Descriptions. In: ARIÑO, A.; REUER, J.J. (Eds.). Strategic Alliances: Governance and Contracts. Houndmills:Palgrave M acmillan, p. 184-193, 2006.

MINERVINI, N.O exportador. 5. ed. São Paulo: Pearson Prentice Hall, 2008.

MORGAN, R. M.; HUNT, S. D. The commitment-trust theory of relationship marketing. Journalof Marketing, v. 58, n. 3, p. 20-38, 1994.

MOTA, M. O.; OGASAVARA, M. H. Uma compreensão da formação e pós-formação de alianças estratégicas no setor de TI. Revista Eletrônica de Estratégia & Negócios, v. 4, n. 1, p. 42-64, 2011.

NIELSEN, B. B. Strategic Fit and the Role of Contractualand Procedural Governance in Alliances: A Dynamic Perspective. Working Paper, n. 8. 2008. Disponível em: . Acesso: 20 abr. 2012.

NILSSON, C. Strategic alliances, trick or treat? The case of Scania. International Journal of Production Economics, v. 52, n. 1, p. 147-160, 1997.

OSBORN, R. N.; BAUGHN, C. C. Forms of interorganizational governance for multinational alliances. Academy of Management journal, v. 33, n. 3, p. 503-519, 1990.

PENG, M. W. Estratégia global. São Paulo: Thomson Learning, 2008.

PORTER, Michael E. Competitive strategy: Creating and sustaining superior performance. New York: The Free Press, 1985.

PREECE, S. Why create alliances? International Executive, v. 37, n. 3, p. 261-277, 1995.

RAJASEKAR, J.; FOUTS, P. Strategic alliances as a competitive strategy: How domestic airlines use alliances for improving performance. International Journal of Commerce and Management, v. 19, n. 2, p. 93-114, 2009.

RIBEIRO, J.L.D.; MILAN, G.S. Planejando e conduzindoentrevistasindividuais. In: RIBEIRO, J.L.D.; MILAN, G.S. (eds.). Entrevistas individuais: teoria e aplicações. Porto Alegre: FEEng/UFRGS, cap. 1, p. 9-22, 2004.

RICHARDS, M.; INDRO, D.C. Government as an alliance partner. In: ARIÑO, A.; REUER, J.J. (eds.). Strategic alliances: governance and contracts. Houndmills: Palgrave Macmillan, p. 11-20, 2006.

ROD, M. A model for the effective management of joint ventures: A case study approach. International Journal of Management, v. 26, n. 1, p. 3, 2009.

ROSS, W. T.; ROBERTSON, D. C. Compound relationships between firms. Journal of Marketing, v. 71, n. 3, p. 108-123, 2007.

ROSSETTO, M. H.; SEGATTO, A. P. Capacidades relacionais na gestão de alianças da Blanver Farmacêutica. Revista Eletrônica de Estratégia & Negócios, v. 7, n. 1, p. 181-212, 2014.

SCHREIER, M. Qualitative contente analysis in practice. London: Sage, 2012.

SCHULER, R.; TARIQUE, I. International joint venture system complexity and human resource management. In: STAHL, G. K.; BJ, I.; MORRIS, S. (Eds.). Handbook of research in international human resource management. Edward Elgar Publ. p. 385-404, 2012

SCHUMACHER, C. R. Trust-a source of success in strategic alliances? Schmalen bach Business Review, v. 58, p. 259-278, 2006.

SCOTT, G.; GARNER, R. Doing qualitative research: designs, methods, and techniques. Upper Saddle River: Pearson, 2013.

SHENKAR, O.; YAN, A. Failure as a consequence of partner politics: Learning from the life and death of an international cooperative venture. Human Relations, v. 55, n. 5, p. 565-601, 2002.

SHETH, J. N.; PARVATIYAR, A. Toward a theory of business alliance formation. Scandinavian International Business Review, v. 1, n. 3, p. 71-87, 1992.

SMITH, D. G. The exit structure of venture capital. UCLA Law Review, v. 53, p. 315, 2005.

TEECE, D. J. Competition, cooperation, and innovation: Organizational arrangements for regimes of rapid technological progress. Journal of Economic Behavior & Organization, v. 18, n. 1, p. 1-25, 1992.

TEECE, D. J. Dynamic capabilities and strategic management: organizing for innovation and growth. Oxford: Oxford Univ. Press, 2009.

TJEMKES, B.; VOS, P.; BURGERS, K. Strategic alliance management. New York: Routledge, 2012.

TSANG, E. W. K. Motives for strategic alliance: a resource-based perspective. Scandinavian Journal of Management, v. 14, n. 3, p. 207-221, 1998.

VARADARAJAN, P. R.; CUNNINGHAM, M. H. Strategic alliances: a synthesis of conceptual foundations. Journal of the Academy of Marketing Science, v. 23, n. 4, p. 282-296, 1995.

WILLIAMSON, O. E. The mechanisms of governance. Oxford: Oxford Univ. Press, 1996.

WILLIAMSON, O. E. et al. The Transaction Cost Economics Project:the theory and practice of the governance of contractual relations. Edward Elgar: Cheltenham, 2013.

WOLCOTT, H. F. Transforming qualitative data: Description, analysis, and interpretation. Thousand Oaks: Sage, 1994.

YAO, Z.; ZHI, Y. FISCHER, G. J.; CHAOQN, M.; FANG, E. Knowledge complementarity, knowledge absorption effectiveness, and new product performance: The exploration of international joint ventures in China. International Business Review, v. 22, n. 1, p. 216-227, 2013.YIN, R. K. Case study research: Design and methods.5ed. Thousand Oaks: Sage, 2014.

YOSHINO, M. Y.; RANGAN, U. S. Strategic alliances: an entrepreneurial approach to globalization. Cambridge: Harvard University Press, 1995.




DOI: http://dx.doi.org/10.19177/reen.v9e220163-36

Apontamentos

  • Não há apontamentos.


R. eletr. estrat. neg.Universidade do Sul de Santa Catarina, Santa Catarina, ISSN 1984-3372

Licença Creative Commons


REEN is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported .