Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case
Autor(a) principal: | |
---|---|
Data de Publicação: | 2007 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | Cadernos EBAPE.BR |
Texto Completo: | https://periodicos.fgv.br/cadernosebape/article/view/5027 |
Resumo: | The objective of the present article is to contribute to studies of the management of firms that enter into alliances, focusing on the issue of the latter’s strategic implications - opportunities, threats, strengths and weaknesses - given their relational characteristics. The article focuses on the case of a Brazilian firm in the automotive industry – Forjas Brasileiras (FB) - that, in 1999, decided to establish two strategic alliances with foreign firms. It seeks to answer the following question: is the firm's competitive strategy adequate for its current competitive context, considering its strategic alliances with foreign firms? The data of the study at issue in this article was collected using various methods in accordance with the methodology proposed by Yin (1994) for case studies. To assess strategic fit, the research adopted conceptual tools developed by Macedo-Soares (2002) to carry out analyses from a relational perspective, i.e. considering a firm’s relationships and their impact on its management and performance. The results of this study demonstrated the importance of conducting strategic planning from a relational perspective, in the case of firms that have established alliances, illustrating how it can provide new insights for business decision-making that could not be obtained through traditional analyses that do not contemplate the strategic implications of alliances. |
id |
FGV-9_f46c72fed5686b692190ebb15093c0ef |
---|---|
oai_identifier_str |
oai:ojs.periodicos.fgv.br:article/5027 |
network_acronym_str |
FGV-9 |
network_name_str |
Cadernos EBAPE.BR |
repository_id_str |
|
spelling |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras CaseAlianças estratégicas no setor de autopeças: o caso Forjas BrasileirasThe objective of the present article is to contribute to studies of the management of firms that enter into alliances, focusing on the issue of the latter’s strategic implications - opportunities, threats, strengths and weaknesses - given their relational characteristics. The article focuses on the case of a Brazilian firm in the automotive industry – Forjas Brasileiras (FB) - that, in 1999, decided to establish two strategic alliances with foreign firms. It seeks to answer the following question: is the firm's competitive strategy adequate for its current competitive context, considering its strategic alliances with foreign firms? The data of the study at issue in this article was collected using various methods in accordance with the methodology proposed by Yin (1994) for case studies. To assess strategic fit, the research adopted conceptual tools developed by Macedo-Soares (2002) to carry out analyses from a relational perspective, i.e. considering a firm’s relationships and their impact on its management and performance. The results of this study demonstrated the importance of conducting strategic planning from a relational perspective, in the case of firms that have established alliances, illustrating how it can provide new insights for business decision-making that could not be obtained through traditional analyses that do not contemplate the strategic implications of alliances.O presente artigo tem como objetivo contribuir aos estudos sobre a gestão das empresas inseridas em alianças, focando na questão de suas implicações estratégicas, à luz das suas características relacionais. Concentra-se no caso de Forjas Brasileiras, uma empresa nacional que, em 1999, decidiu estabelecer duas alianças estratégicas com empresas estrangeiras. Procurou responder à seguinte pergunta: a estratégia competitiva da Forjas Brasileiras é adequada à empresa e ao contexto competitivo atual, considerando as alianças estratégicas estabelecidas com empresas estrangeiras? Os dados foram coletados por meio de vários métodos de acordo com a metodologia de estudo de caso de Yin (1994). A interpretação e análise dos dados basearam-se no referencial teórico, com auxílio do modelo genérico-integrativo de Macedo-Soares em suas versões "tradicional" e "relacional". Os resultados da pesquisa evidenciaram a importância de conduzir análises estratégicas pela ótica relacional, no caso de empresas que tenham estabelecido alianças, porquanto essa ótica pode trazer novos insights para a tomada de decisão estratégica empresarial que não se conseguiria por meio de análises tradicionais que não levam em conta as implicações das alianças na conduta e no desempenho das empresas.Escola Brasileira de Administração Pública e de Empresas da Fundação Getulio Vargas2007-01-01info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.fgv.br/cadernosebape/article/view/5027Cadernos EBAPE.BR; Vol. 5 No. 2 (2007); 1 a 19Cadernos EBAPE.BR; Vol. 5 Núm. 2 (2007); 1 a 19Cadernos EBAPE.BR; v. 5 n. 2 (2007); 1 a 191679-3951reponame:Cadernos EBAPE.BRinstname:Fundação Getulio Vargas (FGV)instacron:FGVporhttps://periodicos.fgv.br/cadernosebape/article/view/5027/3761Celaro, AlexandreMacedo-Soares, T. Diana L. Van Aduard deinfo:eu-repo/semantics/openAccess2016-10-10T17:10:01Zoai:ojs.periodicos.fgv.br:article/5027Revistahttps://periodicos.fgv.br/cadernosebapehttps://periodicos.fgv.br/cadernosebape/oaicadernosebape@fgv.br||cadernosebape@fgv.br1679-39511679-3951opendoar:2024-05-13T09:59:24.507850Cadernos EBAPE.BR - Fundação Getulio Vargas (FGV)true |
dc.title.none.fl_str_mv |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case Alianças estratégicas no setor de autopeças: o caso Forjas Brasileiras |
title |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case |
spellingShingle |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case Celaro, Alexandre |
title_short |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case |
title_full |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case |
title_fullStr |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case |
title_full_unstemmed |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case |
title_sort |
Strategic Alliances in Autoparts Industry: Forjas Brasileiras Case |
author |
Celaro, Alexandre |
author_facet |
Celaro, Alexandre Macedo-Soares, T. Diana L. Van Aduard de |
author_role |
author |
author2 |
Macedo-Soares, T. Diana L. Van Aduard de |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Celaro, Alexandre Macedo-Soares, T. Diana L. Van Aduard de |
description |
The objective of the present article is to contribute to studies of the management of firms that enter into alliances, focusing on the issue of the latter’s strategic implications - opportunities, threats, strengths and weaknesses - given their relational characteristics. The article focuses on the case of a Brazilian firm in the automotive industry – Forjas Brasileiras (FB) - that, in 1999, decided to establish two strategic alliances with foreign firms. It seeks to answer the following question: is the firm's competitive strategy adequate for its current competitive context, considering its strategic alliances with foreign firms? The data of the study at issue in this article was collected using various methods in accordance with the methodology proposed by Yin (1994) for case studies. To assess strategic fit, the research adopted conceptual tools developed by Macedo-Soares (2002) to carry out analyses from a relational perspective, i.e. considering a firm’s relationships and their impact on its management and performance. The results of this study demonstrated the importance of conducting strategic planning from a relational perspective, in the case of firms that have established alliances, illustrating how it can provide new insights for business decision-making that could not be obtained through traditional analyses that do not contemplate the strategic implications of alliances. |
publishDate |
2007 |
dc.date.none.fl_str_mv |
2007-01-01 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://periodicos.fgv.br/cadernosebape/article/view/5027 |
url |
https://periodicos.fgv.br/cadernosebape/article/view/5027 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://periodicos.fgv.br/cadernosebape/article/view/5027/3761 |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Escola Brasileira de Administração Pública e de Empresas da Fundação Getulio Vargas |
publisher.none.fl_str_mv |
Escola Brasileira de Administração Pública e de Empresas da Fundação Getulio Vargas |
dc.source.none.fl_str_mv |
Cadernos EBAPE.BR; Vol. 5 No. 2 (2007); 1 a 19 Cadernos EBAPE.BR; Vol. 5 Núm. 2 (2007); 1 a 19 Cadernos EBAPE.BR; v. 5 n. 2 (2007); 1 a 19 1679-3951 reponame:Cadernos EBAPE.BR instname:Fundação Getulio Vargas (FGV) instacron:FGV |
instname_str |
Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Cadernos EBAPE.BR |
collection |
Cadernos EBAPE.BR |
repository.name.fl_str_mv |
Cadernos EBAPE.BR - Fundação Getulio Vargas (FGV) |
repository.mail.fl_str_mv |
cadernosebape@fgv.br||cadernosebape@fgv.br |
_version_ |
1798943206804553728 |