FROM HOME INDUSTRY TO MULTINATIONAL COMPANY: A CASE STUDY OF AN ITALIAN-BRAZILIAN ALLIANCE UNDER THE FOCUS OF THE STRUCTURATIONIST APPROACH OF STRATEGY-AS-PRACTICE
This paper’s aim is to investigate structurationist evidence, due to an inter organizationalstrategic alliance, that may have resulted in the transformation of a home industry to amultinational company. This goal was achieved by performing a case study in the Braziliansubsidiary of the sector of fur...
| Autores: | , |
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| Formato: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2012 |
| País: | Brasil |
| Recursos: | Universidade Federal do Rio Grande do Sul (UFRGS) |
| Repositorio: | REAd (Porto Alegre. Online) |
| Idioma: | portugués |
| OAI Identifier: | oai:seer.ufrgs.br:article/38402 |
| Acesso em linha: | https://seer.ufrgs.br/index.php/read/article/view/38402 |
| Access Level: | acceso abierto |
| Palavra-chave: | aliança estratégica estratégia-como-prática internacionalização estruturação Uppsala. strategic alliance strategy-as-practice internationalization structuration |
| Resumo: | This paper’s aim is to investigate structurationist evidence, due to an inter organizationalstrategic alliance, that may have resulted in the transformation of a home industry to amultinational company. This goal was achieved by performing a case study in the Braziliansubsidiary of the sector of furniture machinery and components, the current market leader.The considerations of Johanson and Vahlne (2006) regarding the implications in terms oflearning and opportunities of inter-organizational relationships were given special attention.Consistent with the growing requirement of clarifying the strategic practice in everydaybusiness, examining the essential connection between people, activities and the broadercontext, the Strategy-as-practice approach was adopted in tandem with the structurationisttheory. The results highlight several changes in the activities of the subsidiary firm during thefollowing periods of the relationship: (i) pre alliance; (ii) partnership; and (iii) after the jointventure.To illustrate how elements of praxis, practices and practitioners are related in thesedifferent phases, a graphic adapted from Whittington (2006) is proposed. We conclude withthe presentation of a table with the main activities and tools involved in the restructuring ofthe company from which practices of personnel mobility and relationship commitment areemphasized. For a better understanding of how strategic alliances affect the capital goodscompanies, a comparative study should be considered. A comparative study is indicated in thesame way, for checking on recurrent patterns of involvement in terms of practice, praxis andpractitioners in relationship stages, similar to what is being proposed. This would allowmaking inferences about the scope and conditions of transferability. |
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