A perspectiva da inteligência competitiva como um recurso estratégico
Autor(a) principal: | |
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Data de Publicação: | 2012 |
Tipo de documento: | Dissertação |
Idioma: | por |
Título da fonte: | Biblioteca Digital de Teses e Dissertações do Mackenzie |
Texto Completo: | http://dspace.mackenzie.br/handle/10899/23399 |
Resumo: | The purpose of this research was to investigate the Competitive Intelligence (CI) by itself as a potential source of competitive advantage, based upon the Resource Based View (RBV) framework. Therefore, the main concepts of the available literature were organized in the following sequence in order to support the research: strategic management, strategic resources, RBV main concepts, competitive advantage, strategic resources main characteristics and competitive intelligence. The research method employed in this study was exploratory qualitative descriptive, making use of deep interviews guided by a semi structured script. In total, six executives in charge of CI functions from different companies were interviewed. It is relevant to highlight that none of these companies were competitors whatsoever, in order to keep the proper protection and privacy of their competitive information. Content analysis method was selected to analyze the obtained data (BARDIN,2006). The main result identified was the impossibility of considering CI by itself as a source of competitive advantage from the RBV perspective. The main explanation is that CI does not fit into all of the Barney and Hesterly (2007) VRIO (Value, Rarity, Imitability,Organization) aspects at the same time and conditions such model has served as a basis to evaluate CI as a possible strategic resource. However, there were indications that CI could be considered rare, difficult to imitate, and dependent on organizational conditions to maximize its potential. Notwithstanding, there were no indications that CI could generate value,especially to the customer. This aspect is tightly connected to the competitive advantage concept herein adopted and it is vital in fulfilling this research main goal. |
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2016-03-15T19:25:51Z2020-05-28T18:03:52Z2012-11-132020-05-28T18:03:52Z2012-03-06http://dspace.mackenzie.br/handle/10899/23399The purpose of this research was to investigate the Competitive Intelligence (CI) by itself as a potential source of competitive advantage, based upon the Resource Based View (RBV) framework. Therefore, the main concepts of the available literature were organized in the following sequence in order to support the research: strategic management, strategic resources, RBV main concepts, competitive advantage, strategic resources main characteristics and competitive intelligence. The research method employed in this study was exploratory qualitative descriptive, making use of deep interviews guided by a semi structured script. In total, six executives in charge of CI functions from different companies were interviewed. It is relevant to highlight that none of these companies were competitors whatsoever, in order to keep the proper protection and privacy of their competitive information. Content analysis method was selected to analyze the obtained data (BARDIN,2006). The main result identified was the impossibility of considering CI by itself as a source of competitive advantage from the RBV perspective. The main explanation is that CI does not fit into all of the Barney and Hesterly (2007) VRIO (Value, Rarity, Imitability,Organization) aspects at the same time and conditions such model has served as a basis to evaluate CI as a possible strategic resource. However, there were indications that CI could be considered rare, difficult to imitate, and dependent on organizational conditions to maximize its potential. Notwithstanding, there were no indications that CI could generate value,especially to the customer. This aspect is tightly connected to the competitive advantage concept herein adopted and it is vital in fulfilling this research main goal.Esta dissertação teve por objetivo a caracterização Inteligência Competitiva (IC) enquanto potencial fonte de vantagem competitiva, por si só e à luz da Visão Baseada em Recursos, ou Resource Based View (RBV). Para tanto, foram revisados os construtos de administração estratégica, recursos estratégicos, fundamentação da RBV, vantagem competitiva, características dos recursos estratégicos e inteligência competitiva. O método de pesquisa adotado foi qualitativo exploratório descritivo, com entrevistas em profundidade orientadas por um roteiro semi estruturado. Foram entrevistados seis executivos diretamente responsáveis pelas funções de IC nas empresas. Há de se ressaltar que nenhuma das empresas pesquisadas possuía competição direta ou indireta entre si, de tal forma que houvesse tranquilidade com relação ao sigilo dos dados obtidos. Para realizar a análise dos dados obtidos, optou-se pela utilização da análise de conteúdo (BARDIN, 2006).Como resultado, foi observado que a IC não pode ser considerada como fonte de vantagem competitiva, por si só e à luz da RBV. A principal justificativa para isso é que a IC não atende simultaneamente a todas as dimensões do modelo VRIO (Valor, Raridade, Imitabilidade, Organização), de Barney e Hesterly (2007), utilizado como base para a avaliação da IC enquanto recurso estratégico. No entanto, foram identificados indícios que apontam para a IC como um recurso raro, difícil de imitar e dependente das condições organizacionais para utilização total de seu potencial. Não obstante, nesta pesquisa não foram observados indícios de que a IC possa vir a ser um recurso gerador de valor, em especial para o cliente. Esse aspecto está intrinsecamente conectado com o conceito de vantagem competitiva aqui adotado e é fundamental para a resposta ao problema de pesquisa desse estudo.Fundo Mackenzie de Pesquisaapplication/pdfporUniversidade Presbiteriana MackenzieAdministração de EmpresasUPMBRAdministraçãointeligência competitivarecursos estratégicosvantagem competitivacompetitive intelligencestrategic resourcescompetitive advantageCNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAOA perspectiva da inteligência competitiva como um recurso estratégicoinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisMarcondes, Reynaldo Cavalheirohttp://lattes.cnpq.br/5082252604805492Almeida, Fernando Carvalho dehttp://lattes.cnpq.br/9400545605143992Popadiuk, Silviohttp://lattes.cnpq.br/1784002683973468http://lattes.cnpq.br/2647278459436018Buzzerio, Felipe Gamahttp://tede.mackenzie.br/jspui/retrieve/2954/Felipe%20Gama%20Buzzerio.pdf.jpghttp://tede.mackenzie.br/jspui/bitstream/tede/569/1/Felipe%20Gama%20Buzzerio.pdfinfo:eu-repo/semantics/openAccessreponame:Biblioteca Digital de Teses e Dissertações do Mackenzieinstname:Universidade Presbiteriana Mackenzie (MACKENZIE)instacron:MACKENZIE10899/233992020-05-28 15:03:52.524Biblioteca Digital de Teses e Dissertaçõeshttp://tede.mackenzie.br/jspui/PRI |
dc.title.por.fl_str_mv |
A perspectiva da inteligência competitiva como um recurso estratégico |
title |
A perspectiva da inteligência competitiva como um recurso estratégico |
spellingShingle |
A perspectiva da inteligência competitiva como um recurso estratégico Buzzerio, Felipe Gama inteligência competitiva recursos estratégicos vantagem competitiva competitive intelligence strategic resources competitive advantage CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
title_short |
A perspectiva da inteligência competitiva como um recurso estratégico |
title_full |
A perspectiva da inteligência competitiva como um recurso estratégico |
title_fullStr |
A perspectiva da inteligência competitiva como um recurso estratégico |
title_full_unstemmed |
A perspectiva da inteligência competitiva como um recurso estratégico |
title_sort |
A perspectiva da inteligência competitiva como um recurso estratégico |
author |
Buzzerio, Felipe Gama |
author_facet |
Buzzerio, Felipe Gama |
author_role |
author |
dc.contributor.advisor1.fl_str_mv |
Marcondes, Reynaldo Cavalheiro |
dc.contributor.advisor1Lattes.fl_str_mv |
http://lattes.cnpq.br/5082252604805492 |
dc.contributor.referee1.fl_str_mv |
Almeida, Fernando Carvalho de |
dc.contributor.referee1Lattes.fl_str_mv |
http://lattes.cnpq.br/9400545605143992 |
dc.contributor.referee2.fl_str_mv |
Popadiuk, Silvio |
dc.contributor.referee2Lattes.fl_str_mv |
http://lattes.cnpq.br/1784002683973468 |
dc.contributor.authorLattes.fl_str_mv |
http://lattes.cnpq.br/2647278459436018 |
dc.contributor.author.fl_str_mv |
Buzzerio, Felipe Gama |
contributor_str_mv |
Marcondes, Reynaldo Cavalheiro Almeida, Fernando Carvalho de Popadiuk, Silvio |
dc.subject.por.fl_str_mv |
inteligência competitiva recursos estratégicos vantagem competitiva |
topic |
inteligência competitiva recursos estratégicos vantagem competitiva competitive intelligence strategic resources competitive advantage CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
dc.subject.eng.fl_str_mv |
competitive intelligence strategic resources competitive advantage |
dc.subject.cnpq.fl_str_mv |
CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
description |
The purpose of this research was to investigate the Competitive Intelligence (CI) by itself as a potential source of competitive advantage, based upon the Resource Based View (RBV) framework. Therefore, the main concepts of the available literature were organized in the following sequence in order to support the research: strategic management, strategic resources, RBV main concepts, competitive advantage, strategic resources main characteristics and competitive intelligence. The research method employed in this study was exploratory qualitative descriptive, making use of deep interviews guided by a semi structured script. In total, six executives in charge of CI functions from different companies were interviewed. It is relevant to highlight that none of these companies were competitors whatsoever, in order to keep the proper protection and privacy of their competitive information. Content analysis method was selected to analyze the obtained data (BARDIN,2006). The main result identified was the impossibility of considering CI by itself as a source of competitive advantage from the RBV perspective. The main explanation is that CI does not fit into all of the Barney and Hesterly (2007) VRIO (Value, Rarity, Imitability,Organization) aspects at the same time and conditions such model has served as a basis to evaluate CI as a possible strategic resource. However, there were indications that CI could be considered rare, difficult to imitate, and dependent on organizational conditions to maximize its potential. Notwithstanding, there were no indications that CI could generate value,especially to the customer. This aspect is tightly connected to the competitive advantage concept herein adopted and it is vital in fulfilling this research main goal. |
publishDate |
2012 |
dc.date.available.fl_str_mv |
2012-11-13 2020-05-28T18:03:52Z |
dc.date.issued.fl_str_mv |
2012-03-06 |
dc.date.accessioned.fl_str_mv |
2016-03-15T19:25:51Z 2020-05-28T18:03:52Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://dspace.mackenzie.br/handle/10899/23399 |
url |
http://dspace.mackenzie.br/handle/10899/23399 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
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openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Presbiteriana Mackenzie |
dc.publisher.program.fl_str_mv |
Administração de Empresas |
dc.publisher.initials.fl_str_mv |
UPM |
dc.publisher.country.fl_str_mv |
BR |
dc.publisher.department.fl_str_mv |
Administração |
publisher.none.fl_str_mv |
Universidade Presbiteriana Mackenzie |
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Biblioteca Digital de Teses e Dissertações do Mackenzie |
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Biblioteca Digital de Teses e Dissertações do Mackenzie |
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