Recursos, capacidades e estratégias de negócio em ambientes dinâmicos sujeitos a alterações repentinas : um estudo de casos múltiplos

• Ano de defesa: 2015
• Autor(a) principal: Barbosa, Renato César Ottoni
• Orientador(a): Marcondes, Reynaldo Cavalheiro
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Palavras-chave em Português: visão baseada em recursos; recursos; capacidades; estratégias; vantagem competitiva; ambiente dinâmico; cartão pré-pago
• Palavras-chave em Inglês: resource based view; resources; capabilities; strategy; competitive advantage; dynamic environment; prepaid card
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23228

The main objective of this research is to understand how resources, capabilities and business strategies for seeking competitive advantage are treated in companies that work with low differentiation products and services in dynamic environment when subjected to ruptures. As a theoretical foundation it was used the resource-based view (RBV), including the concepts of competitive advantage, value creation, generic strategies and dynamic capabilities. The chosen dynamic market was from prepaid cards for travel, loaded with foreign currency, which was impacted by government rule changes in 2011 and 2013. It was adopted an exploratory descriptive study in a qualitative methodology. The survey was conducted considering perceptions from the point of view of managers. A multiple cases study was held in which twelve executives were interviewed through a semi-structured script, in four companies (Midsize Bank, Brokerage Exchange, Exchange Bank and Retail Banking), representing for 77% of Travel Prepaid Card market share, The data was treated and analyzed based on content analysis method. It was noted that the resources had their strategic attributes modified and their relevance has changed, specifically in the cases studied. It was possible to observe a change in the way the companies manage existing resources and capabilities, incorporating new and transforming others. However, it seems that companies have not looked systematically and intentionally to their resource and capabilities base in times of sudden environment changes. It was also observed that the strategic positioning remained unchanged regardless of environmental changes. In short, the strategic management of resources and capabilities becomes more complex in dynamic environments with sudden changes.