Influence strategy in the JBS and Odebrecht groups: scope of action and strategic objectives

• Autor(a) principal: Correia Ferreira, Rui Fernando
• Data de Publicação: 2024
• Outros Autores: Fróes Couto, Felipe, Almada Neves, Lívia, de Almeida Vilela, Bruno
• Tipo de documento: Artigo
• Idioma: eng; por
• Título da fonte: Revista Ibero Americana de Estratégia - RIAE
• Texto Completo: https://periodicos.uninove.br/riae/article/view/24896
• topic: influence strategy; non-market strategy; JBS; Odebrecht; lobbying; estrategia de influencia; estrategia no de mercado; JBS; Odebrecht; lobbying; estratégia de influência; estratégia de não-mercado; JBS; Odebrecht; lobbying

Objective: The objective of this study was to identify and categorize influence strategy objectives pursued by JBS and Odebrecht in order to gain a competitive advantage in their relationship with the State. Theoretical framework: Beyond the theoretical perspective of the non-market strategy, and based on economic sociology, the concept of influence strategy was used to analyze social, political, and economic relations between the State and corporations. Method: We employed a ‘structure analysis’ for the identified events, based on over 35 hours of video recordings with 27 executives from the aforementioned companies. Results: We identified 23 cases of influence strategies, in which private actors used complex actions in Company-State relations in search of gains from sources of competitive advantages. Conclusion: Three common strategic goals were identified: i) contract winning; ii) regulation/exemption; iii) influence on the public bureaucracy at the municipal, state, and federal levels.