Um estudo sobre o processo de transformações nas empresas sob a ótica da teoria de capacidades organizacionais

• Ano de defesa: 2019
• Autor(a) principal: Usirono, Carlos Hiroshi
• Orientador(a): Paiva, Ely Laureano
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Capacidades organizacionais; Rotinas; Capacidades operacionais; Capacidades dinâmicas; Capacidades dinâmicas gerenciais; Empreendedorismo; Ecossitemas
• Palavras-chave em Inglês: Organizational capabilities; Routines; Operational capabilities; Dynamic; Capabilities; Dynamic managerial capabilities; Entrepreneurship; Startup; Ecosystems
• Link de acesso: https://hdl.handle.net/10438/28363

The organizational process of transformations and evolutions is the phenomenon to be studied. Organizations evolve and forge their strategies for growth, market dominance and profitability over a portfolio of resources and competencies to systematically gain competitive advantage. This process is operationalized by organizational capabilities that can be acquired, developed, combined or discontinued through incremental improvements, redesign and innovations in its processes, products and services. The theory of organizational capabilities stands out by explaining the performance heterogeneity among organizations, especially in dynamic environments. This study consists of three articles that aim to analyze and explain the mechanisms and process of transforming organizations under the lens of organizational capability theory. The first article explains how operational capabilities are configured by dynamic capabilities. It explores its impacts and propagation by observing inhibitory and accelerators factors at the routine, functional and interfunctional level. It contributes to understand the mechanisms and efforts of setting up a portfolio of capabilities and encourages the dialogue between both theories of organizational capabilities and routines. It instrumentalizes the managers by expanding their vision for resource base configurations in various business situations such as acquisitions, mergers, alliances or technological changes. The second article demonstrates, through a longitudinal approach, the organizational capabilities evolving process of a e-commerce retail company. It identifies capabilities theory elements that influence the operations evolution. It enhances the dialogue between dynamic and managerial capabilities and establishes a theoretical support for business models. It presents the importance of dynamic capabilities to practice in identifying and anticipating opportunities, leading to the dynamics of innovation and transformation. It provides an instrument that guides organizations in their choices and strategies based on which routines and capabilities they have and should possess to gain competitive advantage. The third article identifies startup companies management elements. It studies the interaction between dynamic, managerial capabilities and ecosystems. It improves the dialogue between entrepreneurship studies with these theoretical lenses and generates a knowledge set that helps the ecosystems actors to optimize their relationship with startups. It also generates an instrument that helps managers to develop and use their dynamic capabilities and managerial skills in the best way.