Desenvolvimento de competências gerenciais em uma empresa brasileira em processo de internacionalização: uma abordagem fenomenológica

• Ano de defesa: 2008
• Autor(a) principal: Lisboa, Maria Silvia do Amaral
• Orientador(a): Brunstein, Janette
• Banca de defesa: Godoy, Arilda Schmidt , Espósito, Vitória Helena Cunha
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Administração
• País: BR
• Palavras-chave em Português: internacionalização; aprendizagem; desenvolvimento de competências; fenomenologia
• Palavras-chave em Inglês: internationalization; learning; competence development; phenomenology
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23543

The aim of this phenomenological/interpretative study was to understand and interpret the essence of managers experiences in developing competencies in a brazilian company doing international business. The intention was to highlight which meaning these managers give to the challenges faced in the global markets and how they transform these meanings at work. The objective was also to investigate the learning process that support the competencies development required for performance, and explore the importance of their professional experiences lived for the success of their work. A phenomenological approach was used based on Sandberg (2000) proposal that considers the competence a result of the meaning each professional gives to the work. It was analyzed the seven managers experiences in a brazilian national food company during the process of internationalization. The lived experiences reported by the managers are exclusives but this study could identify similarities in the speeches, and in summary the professionals develop their abilities to work in a foreign country through (a) their professional lived experiences in business, because no managers had formal training, courses or other initiatives lead by the company. It was important what has been lived and experienced in a foreign country, the adaptation, language and culture challenges faced which were used as learning for the international performance. Moreover, (b) the manner how each person drove their life history and professional career course, their personal battles and efforts were fundamental for a successful performance in international business , to confront a completely new environment and overcome unfamiliar situations. The results demonstrated that the essence of becoming competent in a foreign country happens in a gradual way, step by step. The passage for a phase of discomfort is the condition to get the second phase of reflection and comparison with the native country, until reach the phase of adaptation and assimilation, when the managers start to give efficient answers to cultural dilemmas. Immersed in a new culture, the work and the manager role get different meanings. Being competent in your native country does not mean being competent in a foreign country. The professionals starts a change process due to the interaction with other social groups, they become more critics and are able to improve the managerial view and develop the capacity to face a diversity of situations. The competence development process happens through a internal process of reflection and self-mobilization after facing a new reality of work, clients, process, business, etc. The learning that supports the competence is the ability to understand the other, what makes possible to interpret e give meaning to their ways of thinking and acting. This comprehension provides a behavior change in the managers to feel accepted and inserted in a new context. The ability to understand what is hidden, to interpret attitudes and behaviors through the time, takes the manager over new competencies to give answers to the problems faced, to obtain respect and credibility. And moreover, win professional self-esteem and selfconfident to have a better performance in the managerial role in foreign countries.