A aprendizagem interorganizacional em um processo de expansão por meio de alianças estratégicas

• Autor(a) principal: Mello, Sueli Reis de
• Data de Publicação: 2015
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações do Mackenzie
• Texto Completo: http://dspace.mackenzie.br/handle/10899/23613
• topic: alianças estratégicas; aprendizagem interorganizacional; parcerias; agronegócio; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS

Constant alterations and the growing complexity of markets have been promoting a rush for better products and services in many industries, forcing organizations to seek for strategies to allow their expansion, efficiency and longevity. Among other possibilities, strategic alliances are a way to gather new knowledge, setting the stage for knowledge and sharing learning process interchanges. The object of this study was a Brazilian organization, from the agricultural input industry, especially seeds, that has found a way of expand and be more competitive in the local market through strategic partnership. Their interorganisational arrangements have been through alliances with organizations of the same industry, or complimentary ones. It was made an empirical research, seeking to understand how the learning process occurs in organizations that establish different strategic alliances as a way of expansion. Concerning theoretical base, it was applied the work of Crossan, Lane and White (1999), and their framework 4I, expanding their model, and considering the interorganisational learning as a fifth level in a learning continuum. Aiming to use an adequate methodological strategy to an essentially qualitative work, it was made a basic qualitative study, based on Merriam (2002). Thus, sought to understand the AIO phenomenon beyond of the process, considering also the perception of the world of the people involved. Through the analysis of interorganisational learning as a process pervading all levels, the results show the presence of a few institutionalization processes. The organization had a growth in its acting capacity and in the expansion of its borders. However, their units’ dimensions are still reduced, and their small organizations’ features preserved. The data refer to other studies’ results, indicating that smaller organizations have no institutionalization processes, as well as a reduced distance concerning their interorganizational-individual levels. For future works, we suggest the need for a better comprehension of how values and organizational view may contribute in the process of interorganizational learning.