O papel do gerente na articulação das capacidades dinâmicas para obtenção de vantagem competitiva: um estudo de caso em uma empresa de serviços
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Data
2022-03-22
Tipo de documento
Dissertação
Título da Revista
ISSN da Revista
Título de Volume
Área do conhecimento
Ciências Sociais Aplicadas
Modalidade de acesso
Acesso aberto
Editora
Autores
Morais, Carlos Eduardo
Orientador
Sehnem, Simone
Coorientador
Resumo
Nos últimos anos, as pequenas e médias empresas (PME) estão sofrendo com problemas na gestão, seja por circunstâncias estratégicas, táticas ou operacionais. Essa situação, se agrava quando em uma PME, há ausência de uma gestão eficaz, onde existem processos formalizados, com rotinas e atividades instauradas. Esses fatores, em sua grande maioria, são oriundos de empresas com dificuldades de gestão empresarial, ou seja, na administração do negócio. Como não há uma propensão para aplicar e recombinar recursos visando formar capacidades organizacionais, essas empresas acabam por não gerar, nem mesmo manter, vantagem competitiva em relação aos competidores. Dessa forma, este estudo tem como objetivo analisar a articulação das capacidades dinâmicas pelos gerentes para obtenção de vantagem competitiva em uma empresa de serviços. Mais do que abordar de modo simples esse tema, buscou-se demonstrar nesse estudo as habilidades e competências que são mobilizadas pelo gerente, que proporcionam e permitem as empresas crescerem, obter resultados rápidos, assim como gerar e manter a competitividade. Para isso, foi conduzido um estudo de caso único, com uma empresa brasileira do segmento de transportes, que atua há mais de 20 anos no mercado, possuindo operações sul e sudeste brasileiro. Com uma abordagem qualitativa, a coleta de dados primária envolveu entrevistas em profundidade e observação dos participantes, assim como as evidências secundárias, se originaram de pesquisa documental. O estudo utilizou a análise da triangulação de dados, para então validar os achados e demonstrar como é realizado o desenvolvimento e a articulação de capacidades dinâmicas pelo gerente para obtenção de vantagem competitiva. Já os resultados demonstram que a empresa contou com o protagonismo dos gerentes, não apenas para a qualificação da tomada decisão, mas sim para gerenciar e incorporar a atitude de conduzir as ações de planejamento e estratégia empresarial. Com isso, os gerentes tiveram uma forma de atuação diferente, isto é, uma capacidade de detecção para oportunidades e ameaças, reconfigurando recursos e aperfeiçoando rotinas como: (i) ciclo de aprendizagem; (ii) treinamento e desenvolvimento; (iii) preleção de tecnologias; (iv) mapeamento de processos; (v) tomada de decisões e autonomia; (vi) cooperação e circulação de pessoas; (vii) controles para resolução de problemas; e (viii) políticas de auditoria e transparência. Concluiu-se então que esses aspectos, comprovam claramente o papel do gerente para articulação de capacidades dinâmicas para a empresa. Para empresas do setor de serviços, a principal contribuição foi demonstrar como o gerente utiliza de estratégias diversificadas para promover melhores resultados e assim garantir competitividade no segmento. Portanto, com esse contexto, a empresa mostrou evidências na geração e manutenção de vantagem competitiva no segmento de mercado que atua.
In recent years, small and medium-sized enterprises (SMEs) are suffering from problems in strategic, management or operational strategy. This situation is aggravated when, in an SME, there is a lack of effective management, where there are formalized processes, with established routines and activities. These factors, for the most part, come from difficulties with the difficulties of business management, that is, in the administration of the business. As there is no propensity to apply and recombine companies focused on the formation of companies, these companies end up taking advantage of it to generate, not even competitively, compared to companies. Thus, this study aims to analyze the articulation of managers' capabilities to maintain a company's competitive advantage. More than simply approaching this topic, we sought to demonstrate how the skills and abilities that are mobilized by the manager, which allow and allow companies to grow, obtain quick results, as well as generate and maintain competitiveness. For this unique segment, it was with a transport case study company, which has been operating in the Brazilian market for more than 20 years, with operations in the south and southeast of Brazil. With a qualitative research, the collection of primary data from the participants, the collection of data collected in depth and the documentary research, as well as the research of documentary origin. The study used an analysis of data triangulation, to then validate the findings and demonstrate how the development and articulation of resources performed by the manager for competitive advantage is. Already the planned results that the company plans the outline or the manager of the managers not only for the qualification of the decision making, but yes to manage and to incorporate the attitude of the structured managers, as in accordance with the strategy. As a result, managers had a different way of acting, that is, a capacity to detect opportunities and threats, reconfiguring resources and improving routines: (i) learning cycle; (ii) training and development; (iii) technology briefing; (iv) process mapping; (v) decision-making and autonomy; (vi) cooperation and movement of people; (vii) problem resolution controls; and (viii) audit and transparency policies. It was concluded that these aspects clearly demonstrate the role of the manager in communicating capabilities to the company. For companies in the sector, the main contribution was demonstrated as the manager uses the diversified characteristics of services to promote the best results and thus guarantee the maintenance of the service. Therefore, with this context, an integrated company operates in the segment of generation and maintenance of market advantage.
In recent years, small and medium-sized enterprises (SMEs) are suffering from problems in strategic, management or operational strategy. This situation is aggravated when, in an SME, there is a lack of effective management, where there are formalized processes, with established routines and activities. These factors, for the most part, come from difficulties with the difficulties of business management, that is, in the administration of the business. As there is no propensity to apply and recombine companies focused on the formation of companies, these companies end up taking advantage of it to generate, not even competitively, compared to companies. Thus, this study aims to analyze the articulation of managers' capabilities to maintain a company's competitive advantage. More than simply approaching this topic, we sought to demonstrate how the skills and abilities that are mobilized by the manager, which allow and allow companies to grow, obtain quick results, as well as generate and maintain competitiveness. For this unique segment, it was with a transport case study company, which has been operating in the Brazilian market for more than 20 years, with operations in the south and southeast of Brazil. With a qualitative research, the collection of primary data from the participants, the collection of data collected in depth and the documentary research, as well as the research of documentary origin. The study used an analysis of data triangulation, to then validate the findings and demonstrate how the development and articulation of resources performed by the manager for competitive advantage is. Already the planned results that the company plans the outline or the manager of the managers not only for the qualification of the decision making, but yes to manage and to incorporate the attitude of the structured managers, as in accordance with the strategy. As a result, managers had a different way of acting, that is, a capacity to detect opportunities and threats, reconfiguring resources and improving routines: (i) learning cycle; (ii) training and development; (iii) technology briefing; (iv) process mapping; (v) decision-making and autonomy; (vi) cooperation and movement of people; (vii) problem resolution controls; and (viii) audit and transparency policies. It was concluded that these aspects clearly demonstrate the role of the manager in communicating capabilities to the company. For companies in the sector, the main contribution was demonstrated as the manager uses the diversified characteristics of services to promote the best results and thus guarantee the maintenance of the service. Therefore, with this context, an integrated company operates in the segment of generation and maintenance of market advantage.
Palavras-chave
Gerente, Pequenas e Médias Empresas, Capacidades Dinâmicas, Estratégia, Vantagem Competitiva