Capacidades de alianza en una empresa de organización de eventos B2B
un estudio de caso sobre el uso de herramientas de gestión de portafolio de alianzas
DOI:
https://doi.org/10.5585/2024.25766Palabras clave:
alianzas estratégicas, capacidades de la alianza, portafolio de alianzas, gestión de la carteraResumen
Objetivo del estudio: comprender cómo una empresa del sector de organización de eventos Business to Business (B2B) gestiona y desarrolla sus capacidades de alianza estratégica en la búsqueda de ventajas competitivas.
Metodología/enfoque: se realizó un estudio de caso único cualitativo en una sucursal brasileña de una empresa alemana que opera en el sector de organización de eventos B2B.
Originalidad/relevancia: Dada la profusión de estrategias de colaboración, que incluyen alianzas, el conocimiento sobre la gestión de estas alianzas ayuda a las organizaciones en el desempeño de sus actividades, incluida la gestión de su cartera de alianzas. Además, el artículo analiza los instrumentos utilizados para esta gestión, con evidencia sobre su aplicabilidad.
Principales resultados: el análisis de los datos permitió identificar la importancia y necesidad de formalizar los instrumentos de gestión de alianzas, particularmente aquellos relacionados con el intercambio de conocimientos y la instalación de una estructura que centralice la información y los procesos utilizados. También se demostró la importancia del intercambio intencional y estructurado de conocimientos para la gestión de futuras alianzas, así como el uso de capacitación para quienes participan en esta tarea. En línea con la literatura, la empresa investigada percibe la contratación de expertos en temas como relevante para el desarrollo de nuevas alianzas.
Contribución teórica/metodológica: los resultados del artículo contribuyen a la literatura en el área de alianzas estratégicas al describir cómo la empresa investigada desarrolla sus capacidades de alianza a la luz de cuatro herramientas propuestas por Heimeriks & Reuer (2006) - (1) la existencia de una oficina de gestión de alianzas, (2) la definición de herramientas de aprendizaje, (3) la realización de programas de capacitación y (4) la contratación de expertos.
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