Recursos e capacidades como fontes de vantagem competitiva em fusões e aquisições

• Autor(a) principal: Carmo, Gustavo Geovany Araujo do
• 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/10899/23408
• topic: fusões e aquisições; recursos e capacidades; vantagem competitiva; oportunidades e ameaças; mergers and acquisitions; resources and capabilities; competitive advantage; opportunities and threats; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS

This dissertation deals with the relationship between resources and capabilities and the generation of competitive advantage in cases of mergers and acquisitions (M&A). The overall objective is to characterize the features and capabilities and management of these related to the generation of competitive advantage, relevant in mergers and/or acquisitions of various businesses. This study is exploratory, based on a research question and whose method was qualitative, considering its aspects and procedures of scientific rigor. The study sample consisted of nine companies from different business sectors (food, education, health, technology, among others) and had carried out transactions of mergers or acquisitions in recent years. The theoretical study was based on the RBV approach, which enabled the link between resources and capabilities of the company and the operations of M&A. Resources, especially tangible prevail in companies that employ much of their investments in physical assets. For these companies, classified as tangible-intensive, physical assets deemed strategic can be considered rare and/or difficult to develop. On the other hand, companies classified as intangible-intensive, strategic focus is on capacity, in some cases represented by the knowledge, skills or specific skills - needed to provide products or services properly and extend the service to its customers. The management of these strategic resources and capabilities involved the pursuit of strategic opportunities in mergers and acquisitions, but faced threats from the competition. To do so, companies made detailed analyzes of the internal and external environments through monitoring. The competitive advantages sought by these companies aimed to raise the perceived value by customers and maximize returns for shareholders and benefits. The adoption of the strategy of M&A possibilities for broadening the portfolio of products and services offered to customers. Economies of scale and synergies fostered the growth and expansion. Among the relevant findings, we verified the existence of mechanisms for integration of resources and capabilities - primarily to try and get best practices and prevent the escape of strategic talent.