Entrada em novos mercados: a evolução do modelo de negócio e das capacidades dinâmicas

Victor Wolowski Kenski; Sergio Bulgacov

doi:10.21710/rch.v19i0.357

Authors

Victor Wolowski Kenski FIPEN- Faculdade Instituto Paulista de Ensino Universidade Presbiteriana Mackenzie http://orcid.org/0000-0002-1205-0086
Sergio Bulgacov Universidade Positivo

DOI:

https://doi.org/10.21710/rch.v19i0.357

Keywords:

New markets, configurations, business models, resources, capabilities.

Abstract

This work shows the path through which companies enter new markets or bring new propositions to established ones. It presents the market analysis process, the strategical decisions that determine the companyâ€™s position on it and the required changes in the configurations for this new action. It also studies the process of selecting the business model and the conditions for its definition the adoption and subsequent development of resources and capabilities required to conquer this new market. It is presented the necessary conditions to remain and maintain its market position. These concepts are presented through a case study of a business group that takes part in different franchises.Â

Author Biography

Victor Wolowski Kenski, FIPEN- Faculdade Instituto Paulista de Ensino Universidade Presbiteriana Mackenzie

Professor de disciplinas de estratégia e gestão de pessoas na graduação e pós graduação Lato Sensu da FIPEN e da Universidade Presbiteriana Mackenzie.

Coordenador do Curso de Engenharia de Produção na FIPEN.

References

BARDIN, L. Análise de conteúdo. Lisboa: Edições 70, 2009.

BARNEY, J.B. Gaining and sustaining competitive advantage. New Jersey: Prentice Hall, 2002.

CASADESUS-MASANELL, R.; RICART, J.E.Competitiveness: business model reconfiguration for innovation and internationalization. Management Research: The Journal of the Iberoamerican Academy of Management, v. 8, n. 2, p. 123-149, 2010.

CAVALCANTE, S.; KESTING, P.; ULHOI, J. Business model dynamics and innovation: (re)establishing the mission linkages. Management decision, v. 49, n. 8, p 1327-1342, 2011.

DANNEELS, E. The Process of Technical Competence Leveraging. Strategic Management Journal, v. 28, p. 511-533, 2007.

DEMIL, B.; LECOCQ, X. Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, v. 43, p. 27-246, 2010.

EISENHARDT, K.M.; MARTIN, J.A. Dynamic capabilities: what are they? Strategic Management Journal, v. 21, p. 1105-1121, 2000.

FLICK, U. Uma introdução à pesquisa qualitativa. Porto Alegre, Bookman, 2004.

HELFAT, C.E. Stylized Facts Regarding the Evolution of Organizational Resources and Capabilities. In: HELFAT, C.E. The SMS Blackwell Handbook of Organizational Capabilities. Blackwell Publishing, 2003.

HELFAT, C.E.; LIEBERMAN, M.B. The Birth of Capabilities: Market Entry and the Importance of Pre-History. Industrial and Corporate Change, v. 11, n. 4, p. 725-760, 2002.

JULLENS, J. Como gigantes emergentes podem controlar o mundo. Harvard Business Review. p. 76-80, dez. 2013.

KLUYVER, C.A.; PEARCEII, J.A. Estratégia – Uma visão executiva. São Paulo: Pearson Prentice Hall, 2007.

LAMBERT, S.C.; DAVIDSON, R.A. Applications of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010. European Management Journal, 2012, http://dx.doi.org/10.1016/j.emj.2012.07.007 .

LECOCQ, X.; DEMIL,B.; WARNIER,V. Le business model, un outil d’analyse stratégique. L’Expansion Management Review, n. 123, p. 96-109, 2006.

MILLER, D. Configuration revisited. Strategic Management Journal ,v. 17, p. 505-512, 1996.

NEWBERT, S.L. Value, Rareness, Competitive Advantage and Performance: A Conceptual-Level Empirical Investigation of the Resource-Based View of the Firm. Strategic Management Journal, v. 29, p. 745-768, 2008.

NIELSEN, C.; LUND, M. (Eds.). Business model: networking, innovating and globalizing. Ventus Publishing Aps, 2012. Disponível em: <http://ebooksforexcellence.files.wordpress.com/2012/12/business-models.pdf> . Acesso em: 20 jul. 2016.

NORTH, D. Institutions, institutional changes and economic performance. Cambridge, 1990.

OLIVEIRA, D.P.R. Estratégia Empresarial & Vantagem Competitiva. São Paulo: Atlas, 2007.

OSTERWALDER, A.; PIGNEUR, Y. Business model generation. New Jersey: John Wiley e Sons, 2010.

PENG, M.W. et al. The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives, p. 63-81, August. 2009.

PENROSE, E. A Teoria do Crescimento da Firma. Campinas, SP: Editora da Unicamp, 2006.

PETERAF, M.A.; BARNEY, J.B. Unraveling the Resource-Based Tangle. Managerial and Decision Economics, n. 24, p. 309-323, 2003.

PORTER, M.E. Estratégia competitiva. Rio de Janeiro: Elsevier, 2004.

SANTOS, F.M.; EISENHARDT, K.M. Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields. Academy of Management Journal. v. 52, n. 4, p. 643-671, 2009.

TEECE, D.J. Dynamic Capabilities and Strategic Management. New York: Oxford University Press, 2009.

TEECE, D.J.; PISANO, G.; SHUEN, A. Dinamic Capabilities and Strategic Management. Strategic Management Journal, v. 18, n. 7, p. 509-533, 1997.