Detalhes bibliográficos
| Ano de defesa: |
2014 |
| Autor(a) principal: |
Moraes, Marcela Barbosa de
 |
| Orientador(a): |
Lima, Edmilson de Oliveira
|
| Banca de defesa: |
Silva, Jos?? Lu??s Gomes da
,
Kniess, Claudia Terezinha
,
Piscopo, Marcos Roberto
,
Martinelli, Dante Pinheiro
|
| Tipo de documento: |
Tese
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Universidade Nove de Julho
|
| Programa de Pós-Graduação: |
Programa de P??s-Gradua????o em Administra????o
|
| Departamento: |
Administra????o
|
| País: |
BR
|
| Palavras-chave em Português: |
|
| Palavras-chave em Inglês: |
|
| Área do conhecimento CNPq: |
|
| Link de acesso: |
http://bibliotecatede.uninove.br/tede/handle/tede/756
|
Resumo: |
There are evidences that the aeronautical industry is a large Brazilian and Canadian business success example. This success was following by a significant thickening of the supply chain composed of small and medium-sized technology-based firms, among other suppliers. Considering these companies and its contribution to economic development, the general objective of this thesis is to generate knowledge about the process of strategic entrepreneurship in small and medium companies in the aeronautical industry. Therefore, the research drew on qualitative multiple case study approach, following the recommendations of Eisenhardt (1989). The data were collected through semi-structured interviews and analyzed with the aid of qualitative analysis software Atlas-ti. The data analysis was based on intra-cases and inter-cases analyzes aiming to compare results to find similarities and differences and thus obtain valid results for the selected sampling procedure, which was characterized as theoretical and intentional. As a result of research, it was found that Brazilian companies identify a new opportunity monitoring the environment, both internal and external, and participating in research groups, and they exploit this opportunity to the development of innovation and strategic partnerships. At the same time, they create a competitive advantage from the management of strategic resources, strategic actions and strategic knowledge, and maintain this advantage by developing a strategic management as a technology leader with a prospector and competitive posture. Canadian companies identify a new opportunity promoting an environment conducive to creativity together with the monitoring of the internal and external environment and information management environment, and exploit this opportunity also to the development of innovation and strategic partnerships. Concomitantly, create a competitive advantage through the development of a process of formulation and strategic mapping, and maintain this advantage by developing an offensive strategic management focused on technology and learning. Finally, it is possible to state that the study of strategic entrepreneurship in SMEs in the aeronautics industry was very enlightening, to have produced results which can be useful both to the future research on the subject as well as for the development of new solutions for the growth of SMEs both Brazilian and Canadian. |
