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
DOI:
https://doi.org/10.5585/2024.25766Palavras-chave:
alianças estratégicas, capacidades de alianças, desenvolvimento de alianças, gestão de portfólioResumo
Objetivo do estudo: compreender como uma empresa do setor de organização de eventos Business to Business (B2B) gerencia e desenvolve suas capacidades de alianças estratégicas na busca por diferenciais competitivos.
Metodologia/abordagem: foi realizado um estudo de caso único qualitativo em uma filial brasileira de uma empresa alemã que atua no setor de organização de eventos B2B.
Originalidade/relevância: dada a profusão das estratégias de colaboração em que se inserem as alianças, o conhecimento sobre a gestão dessas parcerias auxilia as organizações na performance de suas atividades, entre elas a gestão de seu portfólio de alianças. Ademais, no artigo se discutem os instrumentos utilizados para essa gestão, com evidências sobre sua aplicabilidade.
Principais resultados: a análise dos dados permitiu identificar a importância e necessidade de formalização dos instrumentos de gestão de alianças, particularmente aqueles instrumentos relativos ao compartilhamento de conhecimento e a instalação de uma estrutura que centralize as informações e os processos utilizados. Demonstrou-se, também, a importância do compartilhamento intencional e estruturado de conhecimentos para a gestão de alianças futuras, assim como a utilização de treinamentos dos envolvidos nessa tarefa. Em concordância com a literatura, a empresa investigada percebe como relevante a contratação de experts nos temas para o desenvolvimento de novas alianças.
Contribuição teórica/metodológica: os resultados do artigo contribuem para a literatura da área de alianças estratégicas ao descrever como a empresa investigada desenvolve suas capacidades de alianças à luz das quatro ferramentas propostas por Heimeriks e Reuer (2006) - (1) a existência de um escritório de gestão das alianças; (2) a definição de ferramentas de aprendizado; (3) a ocorrência de programas de treinamento e (4) a contratação de experts.
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