Capacidades de alianças em uma empresa de organização de eventos B2B: um estudo de caso sobre a utilização de ferramentas de gestão do portfólio de alianças

Paulo Octavio Pereira de Almeida; Rosileia das Mercês Milagres; Bruno Henrique Rocha Fernandes; Marina Almeida Cruz

doi:10.5585/2024.25766

Authors

Paulo Octavio Pereira de Almeida Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais https://orcid.org/0009-0000-5039-8473
Rosileia das Mercês Milagres Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais https://orcid.org/0000-0003-0965-9621
Bruno Henrique Rocha Fernandes Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais https://orcid.org/0000-0003-4437-5720
Marina Almeida Cruz Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais https://orcid.org/0000-0001-7889-6503

DOI:

https://doi.org/10.5585/2024.25766

Keywords:

strategic alliances, alliance capabilities, alliance portfolio, portfolio management

Abstract

Objective of the study: to understand how a company in the Business to Business (B2B) event industry manages and develops its strategic alliance capabilities to gain competitive advantages.

Methodology/approach: a qualitative single case study was conducted in a Brazilian subsidiary of a German company that operates in the B2B event organization sector.

Originality/relevance: given the profusion of collaboration strategies within alliances, knowledge about the management of these partnerships helps organizations in performing their activities, including managing their alliance portfolio. Furthermore, this study discusses the instruments used for this management, showing their applicability.

Main results: data analysis allowed us to identify the importance and need to formalize alliance management instruments, particularly those related to knowledge sharing and the establishment of a structure that centralizes information and processes used. It also demonstrated the importance of intentional and structured knowledge sharing for the management of future alliances, as well as the use of training for those involved in this task. In line with the literature, the investigated company sees the hiring of experts on the topic as crucial for the development of new alliances.

Theoretical/methodological contribution: the results of this work contribute to the literature in the field of strategic alliances by describing how the investigated company develops its alliance capabilities in the light of four tools proposed by Heimeriks & Reuer (2006) – (1) functional and staffing solutions, (2) tool-based solutions, (3) training solutions, and (4) third-party solutions.

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Author Biographies

Paulo Octavio Pereira de Almeida, Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais

Master in Business Administration. Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais – Brasil.

Rosileia das Mercês Milagres, Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais

PhD in Economics. Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais – Brasil.

Bruno Henrique Rocha Fernandes, Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais

Doctorate in Administration. Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais – Brasil.

Marina Almeida Cruz, Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais

Post Doctorate in Administration. Fundação Dom Cabral – FDC. Belo Horizonte, Minas Gerais – Brasil.

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