O papel das filiais na formulação da estratégia global da firma multinacional: um estudo de caso

• Ano de defesa: 2008
• Autor(a) principal: Minervino, César Augusto de Almeida Pizzotti
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Positivo; Brasil; Pós-Graduação; Programa de Pós-Graduação em Administração; UP
• Palavras-chave em Português: Planejamento estratégico; Vantagem competitiva; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/2839

This research is supported by two main assumptions: global strategy of multinational companies is the result of firm’s competitive advantage and countries comparative advantage, and that global strategies show itself through organizational structure and subsidiary roles. So, this study proposed to verify the impact of competitive advantage and comparative advantage in global strategies of multinational companies. The research design used was the case study of Beta, a multinational company acting in the global trade of steel components, with manufacturing subsidiaries in Holland, Brazil and China. The study adopted a longitudinal perspective, investigating four variables: competitive advantage, comparative advantage, organizational structure and subsidiary roles; for the period between the years of 2004 and 2008. The analysis of competitive advantages showed the Dutch subsidiary with the best performance and the Chinese subsidiary as the one with the lowest results. On the other hand, the analysis of comparative advantages indicated China with the biggest advantage and Brazil with the worst performance. Even though the Chinese subsidiary had shown the worst result in terms of competitive advantage, Beta decided to build there a new factory, justified by the fact that China represents the biggest regional market of steel components in the world and it also is a low cost manufacturing base. In contrast, the Brazilian subsidiary that had received the production from the American Plant, shutdown in 2003, had 37% of its production transferred to other plants in 2008. The analysis of this case suggests that a mature market, with highly standardized products, is significantly sensitive to cost. So, under those circumstances, the comparative advantages prevail over the competitive advantages in the definition of subsidiary roles. An organizational structure highly based on coordination showed to be adequate for this environment.