O desenvolvimento da capacidade de gestão de alianças no âmbito interno da firma: um estudo de caso

Abstract

Companies from diverse sectors have developed strategic alliances to seek a competitive advantage. Recent studies have explored alliance management and performance, and one of the antecedents founded is the importance of alliance management capability, which refers to the ability of corporations to capture, share, and store alliances knowledge and apply them into current or future alliances. The literature presents three elements that represent the capacity of management of alliances within the companies, which are structures, processes and tools dedicated to alliances, and these elements can be found at the level of the dyad or at the internal level of the companies. Understanding how this capacity develops is a gap in research on the subject. This work investigates how this capacity is developed within the firm, through a case study of a company that has reached this capacity. Through the use of the research strategy with historical-longitudinal approach, it is presented in detail how this internal capacity was developed and what were the structures, processes and tools that formed it. The data were collected through interviews, analysis of documents on the development of structures, processes and structures of the company and observation of these dimensions in their current form. The main results demonstrate the process of developing alliances management capacity within the company through the importance of (1) developing a good reputation that favors the creation of alliances, (2) creating independent structures to manage alliances, (3) associate with leaders to pursue growth through alliances, and (4) encourage internal exchanges of experience among alliances. In addition, we highlight (5) the evidence that the elements that make up the alliance management capacity presented in the literature compose this capacity, since they were found in the company analyzed. At the managerial level, although not prescriptive, the process of developing alliances management capacity in the company studied can serve as a reference for companies that seek to achieve this capacity.