Abstract
O presente artigo tem por objetivo apresentar base empírica sobre os elementos que compõem a capacidade de aliança. Especificamente, procura entender as atividades da área de gestão do portfólio de alianças e sua relação com as outras áreas da organização. Para tanto, apoia-se nos pressupostos da literatura de capacidades dinâmicas, visão baseada em conhecimento, visão baseada em competências e a teoria do aprendizado organizacional. O método utilizado foi o estudo de caso, operacionalizado por meio de entrevistas semiestruturadas, análise de documentos e observação participante. Os resultados destacam a importância e o papel da área responsável pela gestão do portfólio de aliança. Além disso, complementa suas funções com a estrutura organizacional; oferece evidência empírica dessas funções e demonstra como o processo de gestão é efetivamente realizado nas diferentes fases que o compõem.
Highlights
Strategic alliances are voluntary arrangements made by players that possess complementary resources and that, depend on one another if they are to achieve common objectives
There are those intended to understand how organizations involved in this type of arrangement manage their alliance portfolio, especially with regard to the creation and development of organizational capability, called alliance capability, in the search for better results (Simonin, 1997; Heimeriks, Duysters and Vanhaverbeke, 2005; Sluyts et al, 2011; Gonçalves and Gonçalves, 2011; Kale and Singh, 2007; Duysters et al, 2012)
Some authors stress the role of these capabilities as an intermediary element between experience and performance (Kale and Singh, 2007; Sluyts et al, 2011 Duysters et al, 2012), others defend the importance of instruments and routines (Gemunden and Ritter, 1997; Simonin, 1997; Gulati, 1999; Dyer and Singh, 1998; Lorenzoni and Lipparini, 1999; Draulans, DeMan and Volberda, 2003; Heimeriks, Duysters, 2007; Heimeriks, Klijn and Reuer, 2009; Sluyts et al, 2011), and there are others that point to the importance of an area or of a manager responsible for the coordination of the alliance portfolio (Draulans, DeMan and Volberda, 2003; Hoffman, 2005; Kale and Singh, 2007; Sluyts, Martens, and Matthyssens, 2008; Heimeriks, Klijn and Reuer, 2009; Sluyts et al, 2011; Kauppila, 2013)
Summary
Strategic alliances are voluntary arrangements made by players that possess complementary resources and that, depend on one another if they are to achieve common objectives. Among them there are those focused on examining the relationship between the creation of shared management models and the structuring of new strategic alliances (Poletto, Araújo and Mata, 2011) There are those intended to understand how organizations involved in this type of arrangement manage their alliance portfolio, especially with regard to the creation and development of organizational capability, called alliance capability, in the search for better results (Simonin, 1997; Heimeriks, Duysters and Vanhaverbeke, 2005; Sluyts et al, 2011; Gonçalves and Gonçalves, 2011; Kale and Singh, 2007; Duysters et al, 2012). It presents evidence related to the relationship and the role defined for the manager responsible for managing the alliance portfolio
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