Estratéia de influência: o ganho de vantagens competitivas de empresas em suas relações com o Estado.

• Ano de defesa: 2018
• Autor(a) principal: Rui Fernando Correia Ferreira
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; Brasil; FACE - FACULDADE DE CIENCIAS ECONOMICAS; Programa de Pós-Graduação em Administração; UFMG
• Palavras-chave em Português: Empresas-Estado; Lobby; Financiamento político; Nova Sociologia Econômica; Lava-jato; JBS; Odebrecht; Estratégia de influência; QCA; CNA; Análise de conteúdo; Administração; Parceria público-privada; Planejamento empresarial; Concorrência
• Link de acesso: http://hdl.handle.net/1843/38871; https://orcid.org/0000-0001-8724-4267

State-enterprise relations constitute an empirical problem associated with the Brazilian political-economic process. One of its characteristics is the observation of the actions and the mechanisms linked to the interests defended by the companies and the State. This paper presents the concept of strategy of influence that comprises the set of complex actions organized in processes of influence, relational, public, private and conflict that occur in the relationship state-enterprise, whose objective is to influence the decision-making process in its different spheres of State. This is to gain competitive advantages in terms of regulatory aspects, tax exemptions, public procurement gains and influence on public bureaucracy, providing economic and/or legislative advantages in pursuit of market equilibrium in oligopolies and monopolies, and the creation of markets for certain interest groups. From this concept, the question to be answered is: How does the strategy influence the relationship between companies and the State in Brazil? The objective was to: Categorize and explain cases of the influence strategy that occurred in Brazil. The empirical object of this study was the plea bargain made for the Lava Jato operation of Odebrecht and JBS executives. The first stage of the study was qualitative and descriptive - in which the material was structured in chronologies of events and analyzed through content analysis, identifying 23 cases of influence strategy. In the second step, comparative and analytical - the identified cases were analyzed based on Qualitative Comparative Analysis (QCA) and Coincidence Analysis (CNA) to compare sufficient causal configurations to explain the positive outcome of the influence strategy. The results showed the presence of the influence processes and the relational processes in all the observed cases, configuring the constant conditions for the influence strategy. Also, it was verified that there are different strategies that vary according to the scope and the objective of the influence strategy, and the organizational structure of structure of an own modus operandi for the execution and control of the influence strategy executed by the business groups analyzed.