A relação do consenso com a implementação de decisões estratégicas em alianças

• Autor(a) principal: Cordeiro, Flávio
• Data de Publicação: 2016
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações do Mackenzie
• Texto Completo: http://dspace.mackenzie.br/handle/10899/23696
• topic: tomada de decisão estratégica em alianças; aliança estratégica contratual; poder; coalizão; consenso e implementação da decisão; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS

The evolution of the study about strategic decision process shows that there is an important gap to be exploited regarding on incorporating the step of decision implementation as a continuous phase in decision-making and establishing their relationships. By targeting this analysis to the decisions taken in contractual strategic alliances, the level of complexity increases further due to the uncertainty generated by the differences of interest between autonomous partners and also the impossibility of relational contracts anticipate potential coordination problems, affecting both the decision making as its implementation. This research aims to understand how the consensus in the decision-making process relates to the successful implementation of the decisions taken in the framework of alliances, considering the exercise of power by the partners and the consequent formation of internal and external coalitions to the parties involved. For this purpose, we used qualitative methodological approach and a study of a single case as the research tool, seeking greater depth in the study of the proposed problem. The survey was conducted with a company in the cosmetics sector, whose importance is explained by its growing participation in the generation of income in Brazil and also because it is a sector whose companies use contractual strategic alliances recurrently. The aim of the study was achieved with the presentation of propositions attempts whose contribution has generated implications, both conceptual as for the practice of business management. The research showed that the theory of decisions can benefit from the analysis of power and coalitions in the study of strategic decision-making. It was found that however great is the procedural rationality, the formation of internal and external coalitions can influence the capacity to reach a solution that is successfully implemented; that the incompleteness of relational contracts and the unbalancing of dependence between the parties of contractual alliances can generate opportunistic actions that prevent collaborative negotiation in the joint decision; and shared understanding about the usefulness of the decision taken and the reliability, due to the perception of competence and loyalty among the participants of the decision, appear to be essential to the success of adaptive decisions during implementation. On the other hand, the theory of consensus on strategic decision-making seems insufficient for application in the decisions taken in alliances, since the unbalancing in the level of dependency, lack of strategic coordination between the parties, the possibility of coalitions and the systems of internal influence, such as expertise and ideological systems that have proved as important antecedents of consensus, still are ignored by the existing theory. Considering the theory of power and coalitions, an important contribution was to identify the institutional system inside the external factors of influence, not cataloged by Mintzberg, which can influence via external "virtual" coalitions, in which sectorial institutions participate in coalitions implicitly by creating rules in the institutional environment and directly affecting the course of action of the strategic decision-making. Finally, beyond the conceptual implications, this research also contributes to elucidate the concerns that business managers should have in managing contractual strategic alliances and driving strategic decision-making.