AFONSO FLEURY - USP · AFONSO FLEURY. 1. 1. O projeto GINEBRA 2. ... Stefanini, Datasul. RESEARCH...
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A pesquisa em internacionaliza A pesquisa em internacionaliza ç ç ão de empresas: ão de empresas: um estudo sobre as empresas brasileiras um estudo sobre as empresas brasileiras Observat Observat ó ó rio da Inova rio da Inova ç ç ão USP ão USP 14 de Setembro de 2009 14 de Setembro de 2009 AFONSO FLEURY AFONSO FLEURY
Transcript of AFONSO FLEURY - USP · AFONSO FLEURY. 1. 1. O projeto GINEBRA 2. ... Stefanini, Datasul. RESEARCH...
A pesquisa em internacionalizaA pesquisa em internacionalizaçção de empresas:ão de empresas:
um estudo sobre as empresas brasileirasum estudo sobre as empresas brasileiras
ObservatObservatóório da Inovario da Inovaçção USPão USP
14 de Setembro de 200914 de Setembro de 2009
AFONSO FLEURYAFONSO FLEURY
1.1. O projeto GINEBRAO projeto GINEBRA
2. Posicionamento te2. Posicionamento teóóricorico--conceitualconceitual
3. Primeiros resultados da pesquisa3. Primeiros resultados da pesquisa
4. Implica4. Implicaççõesões
5. Perspectivas5. Perspectivas
AAGENDAGENDA
•• Brasil Brasil (aproximadamente 40): Embraer, CVRD, Gerdau, Petrobras(aproximadamente 40): Embraer, CVRD, Gerdau, Petrobras
•• RussiaRussia: : SeverstaalSeverstaal, , LukoilLukoil, , SukhoiSukhoi
•• IndiaIndia: : MittalMittal, , TataTata GroupGroup, , RelianceReliance GroupGroup, , RambaxyRambaxy
•• ChinaChina: : LenovoLenovo, , HaierHaier, , HuaweiHuawei, SAIC, SAIC
•• MexicoMexico: : CemexCemex, , TelmexTelmex, , NemakNemak
•• TurkeyTurkey: : VestelVestel GroupGroup
•• SouthSouth AfricaAfrica:: SABSAB
Sobre quem estamos falando? Os Sobre quem estamos falando? Os latelate--moversmovers ......
ProjetoProjeto: : ““GestãoGestão empresarialempresarial parapara a a internacionalizainternacionalizaççãoão dasdas
empresasempresas brasileirasbrasileiras”” (NPGT/USP)/FAPESP(NPGT/USP)/FAPESP
TemasTemas / sub/ sub--projetosprojetos
1.1. EstratEstratéégiasgias de de internacionalizainternacionalizaççãoão e e arquiteturasarquiteturas organizacionaisorganizacionais
2.2. GestãoGestão do do conhecimentoconhecimento
3.3. GestãoGestão de de competênciascompetências
4.4. GestãoGestão de P&D de P&D internacionalinternacional
5.5. GestãoGestão de de projetosprojetos globaisglobais
6.6. GestãoGestão ssóóciocio--ambientalambiental
7.7. PolPolííticasticas ppúúblicasblicas
Reunião Outubro 5
Ambiente Institucional
Mercado Interno Política Publíca
Configuração Coordenação
P& D
Operações
Centralização/Descentralizado
Integração / Autonomia
Gestão de
Projetos
Gestão de
Competências
Gestãode
R H
Gestão do
Conhecimento
Gestão Sócio
Ambiental
Estratégia Governança Stakeholders
Arquitetura Organizacional P 1
P 3P 3P 5 P 2 P 6
GINEBRA GINEBRA -- Quadro ReferencialQuadro Referencial
SubprojetoSubprojeto 3 3 –– GestãoGestão de de competênciascompetências e e internacionalizainternacionalizaççãoão
ReferencialReferencial teteóóricorico
••Resource Based View of the FirmResource Based View of the Firm
••Competence Based CompetitionCompetence Based Competition
Campos de Campos de ConhecimentoConhecimento
••International BusinessInternational Business
••International ManagementInternational Management
••International OperationsInternational Operations
THEFIRSTWAVE
THESECONDWAVE
THETHIRDWAVE
AMERICAN/ UK, GERMAN, FRENCH
CLASSICAL THEORY/ECLECTIC PARADIGM
SCANDINAVIAN
THE NORDIC SCHOOL: GRADUALISM, LEARNING
JAPANESE FIRMS
LEARNING TO CATCH-UP,MARKET POSITIONING
BRICS
?
1950 2000INTERNATIONALISATION
WESTERNADVANCEDCOUNTRIES
JAPAN
BRICS
1950 2000PROCESSO DE INTERNACIONALIZAÇÃO
TRANSFER PRODUCTS &PROCESSESREPRODUCE AND ADAPT
JAPANESE PRODUCTION MODEL-TQM , JIT, TPM, SCM, …JAPANESE ORGANISATIONAL MODEL
RE-CONFIGURATION
OF GLOBAL
PRODUCTION
SYSTEMS
BECOMING
INTERNATIONAL
“PRODUCTIVEOR INDUSTRIALRESTRUCTURING”
EMERGINGMULTINATIONALS
The role of manufacturing in the 1st and 2nd wavesThe role of manufacturing in the 1st and 2nd waves
Decide > Decide > transfertransfer > > adaptadapt
Decide > Decide > experimentexperiment > > learnlearn > > transfertransfer
LearnLearn > > catchcatch--upup > > innovateinnovate > > transfertransfer ((greenfieldsgreenfields))
?
WesternWesternAdvancedAdvancedCountriesCountries
JapanJapan
BRICSBRICS
TheThe NordicNordicapproachapproach
PARA ESTUDAR OS LATEPARA ESTUDAR OS LATE--MOVERSMOVERS
EM PARTICULAR AS EMPRESAS BRASILEIRASEM PARTICULAR AS EMPRESAS BRASILEIRAS
A A internacionalizainternacionalizaççãoão dasdas empresasempresas dos dos chamadoschamados
papaíísesses emergentesemergentes (BRIC) (BRIC) estestáá relacionadarelacionada aoao
reposicionamentoreposicionamento e e reconfigurareconfiguraççãoão dasdas earlyearly--movers movers
Como Como descreverdescrever esseesse movimentomovimento de de reposicionamentoreposicionamento e e
reconfigurareconfiguraççãoão??
QualQual referencialreferencial analanalííticotico utilizarutilizar??
THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKFleury e Fleury, JMTM, 2007Fleury e Fleury, JMTM, 2007
OPERATORSINTEGRATORS (CoPS)(System Providers)
DEVELOPERS(Solution Providers)
MANUFACTURERS
Technology Specialists
Logistical Operators
MARKETSCUSTOMERS
Specifies thesystem’s requisites
Integrates SolutionsDelivers the system
Interacts with end markets
Provides technological solutions
Provides technological solutions
Specifies the technical requisites
Specifies products’characteristics
Develops processDelivers the products
THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKExemple: Exemple: TelecommunicationsTelecommunications
SERVICES PROVIDER(TIM, Telefonica)
EQUIPMENT INTEGRATOR(Ericsson, IBM)
SYSTEMS SUPPLIERS(Cisco, Nortell)
PARTS SUPPLIER(Celestica, Flextronics)
Technology Specialists
Logistical Operators
CUSTOMERS
Specifies thesystem’s requisites
Integrates SolutionsDelivers the system
Interacts with end markets
Provides technological solutions
Provides technological solutions
Specifies the technical requisites
Specifies products’characteristics
Develops processDelivers the products
THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKExemple: Auto Exemple: Auto IndustryIndustry, GM case, GM case
SERVICES PROVIDERSFinancial Institutions
Dealers
VEHICLE INTEGRATOR(GM, VW, Toyota)
MEGA SUPPLIERS(Delphi, Bosch, Denso)
MANUFACTURERS(TRW,GKN, …)
Logistical Operators
DRIVERS
Specifies thesystem’s requisites
Integrates SolutionsDelivers the system
Interacts with end markets
Provides technological solutions
Provides technological solutions
Specifies the technical requisites
Specifies products’characteristics
Develops processDelivers the products
Design Houses(Pininfarina,
Technology
Specialists
THE COMPETENCE POSITIONING FRAMEWORKTHE COMPETENCE POSITIONING FRAMEWORKExemple: Exemple: AirAir TransportationTransportation
SERVICES PROVIDER(BA, Air France, JAL)SYSTEMS INTEGRATOR
(Boeing, Airbus)
SYSTEMS SUPPLIERS(Rolls Royce, GE)
PARTS PROVIDER(TRW)
Technology Specialists
Logistical Operators
PASSENGERS
Specifies thesystem’s requisites
Integrates SolutionsDelivers the system
Interacts with end markets
Provides technological solutions
Provides technological solutions
Specifies the technical requisites
Specifies products’characteristics
Develops processDelivers the products
OPERATORSOPERATORS
WALMART, CARREFOURWALMART, CARREFOURBRITISH AIRWAYS, AA, BRITISH AIRWAYS, AA, GAP, PRADA, L&V, NIKEGAP, PRADA, L&V, NIKEVISA, AMEX, MCVISA, AMEX, MCTELEFONICA, VODAFONETELEFONICA, VODAFONE
MARKETS MARKETS –– INDIVIDUAL CUSTOMERINDIVIDUAL CUSTOMER
MARKETMARKETRELATIONSHIPSRELATIONSHIPS
INTEGRATORSINTEGRATORS
IBM, XEROXIBM, XEROXALSTHOM, LUMMUSALSTHOM, LUMMUSDUPONTDUPONT
SYSTEMS INTEGRATIONComplex technologicalsystems
DEVELOPERSDEVELOPERS
NOKIA, NOKIA, CISCO, ORACLE, SAPCISCO, ORACLE, SAPGE, ROLLS ROYCE,GE, ROLLS ROYCE,BOSCH, BOSCH,
R&DInnovative products
MANUFACTURERSMANUFACTURERS
FLEXTRONICS, CELESTICAFLEXTRONICS, CELESTICAMITTAL/ ARCELOR, CVRD, MITTAL/ ARCELOR, CVRD,
PROCESS ENGINEERING
R&D
Mnf
Dealer S
Market
INTEGR ATION
R & D
MANUFAC TURING
Sales and after
sales
-
Driver s
TheThe evolutionevolution ofof thethe competencecompetence’’s s profileprofile ofof thethe (ex) auto (ex) auto assemblersassemblers
FINANCE
LOGISTICPROVIDE
SUPPLYCHAIN
BRANDING
Questão de Pesquisa
Como caracterizar o processo de internacionalizaçãodas empresas Brasileiras?
Quais são as competências que provem vantagens competitivas?
DDIFERENTES IFERENTES SSETORES ETORES IINDUSTRIAISNDUSTRIAIS
• Baseados em Recursos Naturais Petrobras. CVRD
• Fornecedores de Insumos Básicos CSN, Gerdau
• Fornecedores de Materiais de Construção Tigre, Duratex
• Produtores de Bens de Consumo Ambev, Coteminas
• Produtores de Componentes e Subsistemas Embraco, Weg, Sabo
• Montadores de Sistemas Embraer, Marcopolo
... e Servi... e Serviççosos
•• ServiServiçços de Engenhariaos de EngenhariaOdebrecht, Odebrecht,
•• ServiServiççososFogo de chão, Fogo de chão, DownstreamDownstream O&G: PBO&G: PB
•• EntretenimentoEntretenimento Globo Globo
•• BancosBancosItaItaúú, Banco do Brasil, , Banco do Brasil,
•• SoftwareSoftwareStefaniniStefanini, , DatasulDatasul
RESEARCH DESIGNRESEARCH DESIGN
1) Pilot studies (five cases)
2) Survey (30 Headquarters and 68 subsidiaries)
3) In-depth case studies (12 cases)
TheThe structurestructure ofof thethe surveysurvey
30/42 Brazilian MNEs11 industriessubsidiaries in all continents
Competences / Functions
ManufacturingR & DSales and MarketingFinanceHuman Resources MngtClients’ relationshipsSuppliers’ relationshipsInformation Technology
PlanningBusiness Model
Three moments in time
before internationalisation
entry
expansion
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1 2 3BEFORE INTERNATIONALISATION POST-INTERNATIONALISATION DURING INTERNATIONALISATION
MANUFACTURINGTECHNOLOGY
HUMAN RESOURCES MANAGEMENT
RELATIVE IMPORTANCE OF ORGANISATIONAL FUNCTIONS RELATIVE IMPORTANCE OF ORGANISATIONAL FUNCTIONS IN THE INTERNATIONALISATION PROCESSIN THE INTERNATIONALISATION PROCESS
(Survey among 30 Brazilian MNEs)
SALES AND MARKETING
SELECTED CASE STUDIESSELECTED CASE STUDIES
MANUFACTURERSMANUFACTURERS
SABOSABO – AUTO PARTS PRODUCERAUTO PARTS PRODUCER
EMBRAEREMBRAER –– AIRCRAFT PRODUCERAIRCRAFT PRODUCER
COMMODITIESCOMMODITIES’’ PRODUCERPRODUCER
VOTORANTIM VOTORANTIM – CEMENT PRODUCER
INT
R&D
Mnf
Operator
-
Market
INT
R&D
Mnf
Operator
Market
TheThe evolutionevolution ofof SaboSabo in in itsits internationalisationinternationalisation processprocess
Launch AfterASSEMBLER ASSEMBLER
SaboSabo/Kako
GermanTechSuppliers
Mnf
Retail
Market
Constructors
R&D
Mnf
Retail
Market
TheThe evolutionevolution ofof VotorantimVotorantim Cimentos in Cimentos in itsits internationalisationinternationalisation processprocess
Log 2
Launch
Canada and USA
Log
Log
R&D
Mnf
Operators
Market
INT
R&D
Mnf
Operators
Market
TheThe evolutionevolution ofof Embraer in Embraer in itsits internationalisationinternationalisation processprocess
R&D
Mnf
INTERNATIONAL SUPPLY RISK PARTNERS
The role of manufacturing in the internationalisationprocesses of firms from Emerging Economies
Decide > Decide > transfertransfer > > adaptadapt
Decide > Decide > experimentexperiment > > learnlearn > > transfertransfer
LearnLearn > > catchcatch--upup > > innovateinnovate > > transfertransfer ((greenfieldsgreenfields) )
Early –movers
Japan
BrazilUnderstandUnderstand GVC > GVC > evaluateevaluate M&A M&A oror greenfieldgreenfield > > decide > decide > integrateintegrate > > supportsupport movementmovement ofof MNE MNE upup thethe valuevalue chainchain
E agora? O E agora? O queque esperaresperar no novo no novo contextocontexto de de crisecrise global?global?
