Detalhes bibliográficos
| Ano de defesa: |
2006 |
| Autor(a) principal: |
Ribeiro, Fernanda Cecília Ferreira |
| Orientador(a): |
Oliveira Junior, Moacir de Miranda |
| Banca de defesa: |
Não Informado pela instituição |
| Tipo de documento: |
Dissertação
|
| Tipo de acesso: |
Acesso aberto |
| Idioma: |
por |
| Instituição de defesa: |
Pontifícia Universidade Católica de São Paulo
|
| Programa de Pós-Graduação: |
Programa de Estudos Pós-Graduados em Administração
|
| Departamento: |
Faculdade de Economia, Administração, Contábeis e Atuariais
|
| País: |
BR
|
| Palavras-chave em Português: |
|
| Área do conhecimento CNPq: |
|
| Link de acesso: |
https://tede2.pucsp.br/handle/handle/1196
|
Resumo: |
This work investigates the process of acquisition of companies as strategy of entrance in international markets by Brazilian multinational companies. The specific case in which we concentrate is the acquisition of the group Perez Companc, in Argentina, by Petrobras. From this case, we can deepen the understanding of Petrobras' strategy of internationalization after the monopoly brake in 1997. Although after the privatization process the Petrobras has become basically a company restricted to the petroliferous chain activities (exploration, production, refining and distribution) and it kept away from the greatest international petroliferous players' typical strategy, the company could remain competitive, increasing its investments and pursuing increasing goals in internationalization. The acquisition of Perez Companc meant for Petrobras the assembly of a solid base in Argentina and support for expansion in the South Cone. By acquiring the shareholding control of Pecom, Petrobras headed to its objective foreseen in the 'strategic plan 2015' to become the company leader in energy in Latin America. The results show that, for Petrobras, the acquisition of Pecom meant the growth and the consolidation of its international strategy, with retaken of activity diversification, decreased at the beginning of the 1990's, and improvement of synergies in the South Cone. Amongst the reasons for the acquisition, two of them are the most important: the Argentinean crisis as a chance for the acquisition and the convenience for increasing Petrobras' portfolio in a close country with possibilities to generate synergies with the company's activities in Brazil. The differences of culture, either organizational or between Brazil and Argentina, had made it difficult to integrate the two companies. The difficulties of management in the Petrobras Argentinean subsidiary had been attributed to two main factors: the decision of Petrobras to keep the company's employees, and the fact that the company has not planned a management project for changes after the acquisition |
