TEORIA GERAL DA ADMINISTRAÇÃO II

Internacionalização e
Transferência de Conhecimento
Moacir de Miranda Oliveira Jr., FEA-USP e FIA
V Simpósio/VII Congresso de Administração da ESPM
São Paulo, Outubro de 2010
Moacir de Miranda Oliveira Junior
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Doutor e mestre em Administração pela FEA-USP.
Pesquisador visitante da University of Cambridge – Judge Business School.
Formação em Educação Executiva na Harvard Business School.
Professor da FEA-USP e Coordenador de Projetos da FIA. Atuou como professor da
FGV-EAESP e da Fundação Dom Cabral.
Consultor de empresas e palestrante em empresas e eventos de negócios. Atuou
como consultor e coordenador de projetos na Coopers & Lybrand, GVConsult e
GVPEC e Fundação Dom Cabral.
Co-autor dos livros Multinacionais Brasileiras (2010), Estratégia e Inovação em
Corporações Multinacionais (2008) e Gestão Estratégica do Conhecimento (2001).
Autor de diversos artigos acadêmicos e executivos, publicados nos principais jornais
e revistas do país e em conferências nacionais e internacionais.
Especialidades: Gestão Estratégica; Gestão Internacional e Gestão da Inovação e do
Conhecimento.
Email: [email protected]
Multinacionais Brasileiras
Esta obra apresenta casos de
sucesso de multinacionais
brasileiras, resultados de
pesquisas quantitativas e a teoria
que visa ajudar os empresários
brasileiros a enfrentar de forma
qualificada os desafios da
atuação em mercados
internacionais. (Oliveira Jr., 2010)
A Transformação das Subsidiárias Brasileiras
“Em relação às atividades de P&D
os resultados estão claramente
em conflito com algumas
crenças...A maioria da amostra de
subsidiárias brasileiras
pesquisadas desenvolve, sim,
novos produtos, seja para o
mercado local, seja para o
mercado internacional”
(Oliveira Jr., Boehe, Borini,
2009:introdução)
A MUDANÇA DE CONTEXTO PROVOCADA PELO
CRESCIMENTO DOS MERCADOS EMERGENTES
PIB e Nível Relativo da Renda Per Capita Tendem a Divergir
Fluxos de Investimentos Direto no Brasil
EVOLUÇÃO DOS FLUXOS DE INVESTIMENTO DIRETO
35000
30000
US $ Milhões
25000
20000
15000
2006: OFDI ultrapassa
IFDI pela primeira vez na
história recente.
IDE do Brasil (OFDI)
IDE para o Brasil (IFDI)
10000
5000
0
-5000
Fonte: UNCTAD e Banco Central
Participação
dos Países Emergentes no PIB mundial
PARTICIPACAO NO PIB MUNDIAL (PESO) - ECONOMIAS EMERGENTES - 1980 - 2008 FONTE FMI
(1985 – 2007)
44,0
43,5
42,3
42,5
41,2
41,0
39,3
39,5
38,0
37,7
36,8
36,7
36,6
36,5
36,2
36,7
36,0
35,8
SOURCE: FMI - Except: Africa and Middle Orient. South Africa included
*PRELIMINAR
2007*
2006
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
1990
1989
1988
1987
1986
1985
35,0
Participação dos Países Desenvolvidos no PIB mundial
PARTICIPACAO NO PIB MUNDIAL (PESO) - ECONOMIAS avançados- 1980 - 2008 FONTE FMI
(1985 – 2007)
65,0
64,2
63,8
63,3
63,4
64,2
63,3
63,0
63,2
62,3
61,0
60,7
59,0
58,8
57,7
57,0
56,5
SOURCE: Based on FMI
*PRELIMINAR
2007*
2006
2005
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
1994
1993
1992
1991
1990
1989
1988
1987
1986
1985
55,0
Participação dos Emergentes e Países desenvolvidos
no PIB mundial (1985 – 2007)
SOURCE: Based on FMI
*PRELIMINAR
BRiCs:
realidade ou ficção?
O Mundo é Plano (!?)
Ghemawat, 2007
CLOSED INNOVATION – INOVAÇÃO FECHADA
Fonte:
Site Allagi
OPEN INNOVATION – INOVAÇÃO ABERTA
Internacionalização de P&D
ACIONADO PELO MERCADO
GLOBAL
Desenvolvimento
Pesquisa
Von Zedtwitz; Gassmann, 2002
Offshoring
Decisão de localização
Insource
Offshore
Subsidiárias /
Divisões
Estabelecer
subsidiárias
(FDI)
Outsource
Decisão corporativa
Onshore
Fornecedores
domésticos
Contratar
fornecedores
estrangeiros
Offshoring de P&D - efeitos na cadeia de valores
Logística
Entrante
Operações
Logística
Sainte
Marketing
Vendas
Serviços
Fragmentação, modularização
Design
Planejamento
do produto
Revisão
do design
Gião, Oliveira Júnior e Vasconcellos (2008)
Protótipo
Produção
piloto
Testes
Produção
em massa
Offshoring de P&D
Offshoring
Technical
support
of services
Legal and finance
services
Call center,
Back - office
Service
Software, engineering,
product design
R&D
complexity
Gião, Oliveira Júnior e Vasconcellos (2008)
Questões – O Mundo é Plano (!?)
•Inovações: centro-periferia; periferia-centro; ambos
•Fluxo de conhecimento: direção e sentido
•Cadeia de valores: reconfiguração global
•Competências essenciais: o que é essencial
Gestão e Transferência de Conhecimento
em Multinacionais Brasileiras
Visão da Empresa Baseada no Conhecimento
“A pedra angular desta abordagem
evolutiva é o tratamento da empresa
como uma comunidade social, cujo
conhecimento produtivo define uma
vantagem comparativa.”
Ref. KOGUT B. & ZANDER U. Knowledge of the Firm and the Evolutionary Theory of the
Multinational Corporation. Journal of International Business Studies 24(4): 625-645, 1993.
Conhecimento e Transferência
“As empresas são meios eficientes pelos quais
o conhecimento é criado e transferido.”
“... o que determina o que uma empresa faz não é a
imperfeição de um mercado, mas a eficiência da
empresa neste processo de transformação em relação a
outras empresas.”
Ref. KOGUT B. & ZANDER U. Knowledge of the Firm and the Evolutionary Theory of the
Multinational Corporation. Journal of International Business Studies 24(4): 625-645, 1993.
Dimensões-chave na Transferência de Conhecimento em CMNs
O conhecimento que é difícil de codificar ou ensinar, e também é
complexo, tenderá a ser transferido dentro da empresa.
São utilizadas para prever a opção para transferir a capacidade de
fabricar dentro da empresa ou por licenciamento:
- Codificabilidade
- Ensinabilidade
- Complexidade
- Idade da tecnologia no momento da transferência
- Número de vezes em que foi transferida
Ref. KOGUT B. & ZANDER U. Knowledge of the Firm and the Evolutionary Theory of the
Multinational Corporation. Journal of International Business Studies 24(4): 625-645, 1993.
Rede como Meio de Transferência de Conhecimento
As características da transnacional configuram-na como um ‘rede
diferenciada’:
1.
Configuração dos ativos organizacionais e das capacidades e
recursos = dispersa e especializada
2.
Relação entre matriz e subsidiárias e entre as subsidiárias =
variada
3.
Integração da rede através de mecanismos de controle e
coordenação = socialização
4.
Fluxo de comunicação entre matriz e subsidiárias = multidirecional
e com grande freqüência
A Rede Diferenciada
RELAÇÃO
ENTRE
SUBSIDIÁRIAS
MATRIZ
ESTRUTURAS
DIFERENTES DENTRO
DE CADA SUBSIDIÁRIA
DIFERENTE RELAÇÃO
ENTRE MATRIZ E
SUBSIDIÁRIAS
Fonte: Nohria e Ghoshal, 1997
Resultados de Pesquisas
Knowledge Transfer Mechanisms in Brazilian
Multinationals
Moacir de Miranda Oliveira Junior, University of Sao Paulo
Felipe Mendes Borini, ESPM
2009 IberoAmerican Academy of Management
OBJECTIVE
This article analyzes differences concerning the use of knowledge transfer
mechanisms between parent companies and subsidiaries of Brazilian multinational
corporations.
It aims to verify whether the mechanisms used to transfer knowledge from parent
company to subsidiaries are the same as those used when knowledge is
transferred from subsidiaries to parent company.
THEORETICAL FRAMEWORK
Knowledge Management
Headquarters-subsidiary knowledge transfer in Emerging multinationals
Subsidiary-parent company knowledge transfer in emerging multinationals
METHOLOGY
The research population consisted of Brazilian multinationals in manufacturing
activities or professional services abroad.
A result of forty-six (46) active Brazilian Multinationals until 2006 was obtained
based on secondary surveys of several national mailing systems,
30 Multinationals accepted to participate in our research in the first stage.
The second stage involved establishing a contact with each country manager of the
subsidiaries of these 30 enterprises, totaling 93 subsidiaries and an average of 3
subsidiaries per enterprise.
From the 93 subsidiaries involved, 66 foreign branches responded the
questionnaire, which was returned via the Internet, with a telephone follow up to
clear any doubts from the respondents. The total period for data collection was
eight months, from December 2006 to July 2007.
RESULTS
Figure 1 describes aspects of knowledge transfer from parent company to
subsidiaries and vice-versa. The numbers show that Brazilian multinationals are
more concerned with the former than with the latter kind of transfer.
The most frequently used mechanisms for transferring knowledge from parent
company to subsidiaries are: expatriates, meetings, benchmarking and training.
The mechanisms used in the opposite flow are meetings and trips.
The results shown in Table 1 show the use of knowledge management mechanisms
where there is knowledge transfer from parent company to subsidiary and from
subsidiary to parent company. Despite significant differences between these
mechanisms, in all cases knowledge transfer mechanisms are more used when the
phenomenon at hand is parent company to subsidiary knowledge transfer. This
result does not support the propositions P1a, P1b and P1 c.
Knowledge Transfer Mechanisms in
Brazilian Multinationals
DISCUSSION (Main results)
Emerging multinationals use knowledge transfer mechanisms more frequently
when this phenomenon occurs from the parent company to the subsidiaries.
Results present two important implications for the extension of the theory on the
internationalization of companies in emerging economies.
The first is that Brazilian multinationals seem to be following the model of
traditional multinationals (from the United States, Japan and Europe), of
transferring knowledge from the parent company to its subsidiaries and not the
opposite, as proposed by some authors, of internationalizing in search of new
knowledge (Child & Rodrigues, 2005; Mathews, 2006), which brings additional
theoretical challenges to show similarities and differences among emerging
multinationals (for instance between Brazilian and Chinese multinationals).
The second implication is that these emerging multinationals, which may be
understood as late movers, need support to skip stages and go more rapidly to
models of subsidiary portfolio management that will help them learn from their
international operations, through knowledge transfer from their subsidiaries
abroad to the parent companies and also through the transfer of knowledge
among subsidiaries.
FINAL COMMENTS
The use of knowledge transfer mechanisms is much more intense from parent
company to subsidiaries.
Given that knowledge transfer to acquired subsidiaries is harder than knowledge
transfer to those formed by greenfield investments, it may be that emerging
multinationals must develop more socialization mechanisms to transfer knowledge
to their subsidiaries, in particular global project teams.
Both information technology systems and processes of communication and
socialization are directly related to knowledge transfer from subsidiaries to their
parent company.
Subsidiaries of Brazilian Multinational Corporations:
How manage them?
Moacir de Miranda Oliveira Junior – PPGA - FEA/USP
Felipe Mendes Borini – PMGI – ESPM/SP
EnANPAD 2010
Internal
Subsidiaries
Role
external
1. Knowledge flows
2. Entrepreneurial
orientation of the
subsidiary
3. Integration
4. Organizational
competences of the
subsidiary
1. Dynamics of the context
2. Participation in business
networks
Methodology

Survey with 93 subsidiaries of brazilian multinationals

66 answered the questionnaire
Subsidiaries aspiring to be SREs (Strategically relevant
subsidiaries)
If Brazilian multinationals want to create subsidiaries that aspire to
strategic relevance, they must:
(1) Encourage knowledge creation abroad;
(2) Locate subsidiaries in countries and sectors that have dynamic and
competitive contexts;
(3) Encourage involvement with business networks abroad;
(4) Try to develop knowledge abroad that is aligned with the strategic
expectations of the headquarter in Brazil;
(5) Strategically align each of their international operations through
integration, using knowledge transfer mechanisms and encouraging
entrepreneurial activities in selected foreign sites, with a wellplanned and well-implemented global strategy as a starting point.

Brazilian Multinationals
Cases
Odebrecht
Odebrecht
 Founded in 1944, the Odebrecht Organization is active in:
• Engineering and Construction,
• Chemicals and Petrochemicals,
• Infrastructure and Public Services and
• Participates in Oil and Gas, Tourism and Pulp Manufacturing
ventures.
 Odebrecht has over 28,000 members working in South America,
North America, Africa and Europe. Brazil is its home base.
Odebrecht – Internationalization Process
A Knowledge Based Perspective
• TEO – Odebrecht’s Managerial Technology
• Focus on the transfer of TEO to each new international operation
• The transfer of explicit knowledge is done trough manuals and codified
best practices
• Approach of each international operations manager as an IntrapreneurPartner
• The transfer of tacit and embedded knowledge is assured trough the
Intrapreneur-Partners, as the guardians of the culture, values and
management model
 Embraer has become one of the largest aircraft manufacturers in the
world by focusing on specific market segments with high growth
potential in regional, military, and corporate aviation.
 The company develop and adapt successful aircraft platforms and
judiciously introduce new technology whenever it creates value by
lowering acquisition price, reducing direct operating costs, or delivering
higher reliability, comfort, and safety.
 Embraer was Brazil’s largest exporter from 1999 to 2001 and the
second largest in 2002, 2003 and 2004. It currently employs more than
17.389* people, 87.7% based in Brazil.
EMBRAER – Internationalization Process
Strategic Partnerships
SYSTEMS
HAMILTON SUNDSTRAND
Air Management
PARKER
Electrical System
Hydraulics
C&D
LIEBHERR
HONEYWELL
GEAE MGMT
ACCOUNT
GAMESA
Empennage &
Rear Fuselage
Flight Controls
Fuel System
Interiors
Landing Gear
Avionics
Propulsion System
HAMILTON
SUNDSTRAND
Tail Cone & APU
STRUCTURE
EMBRAER (LEADER)
KAWASAKI
SONACA
LATECOERE
Wing Stub, Pylon,
Center Fuselage III
Control Surfaces
LATECOERE
Center Fuselage I
EMBRAER
AKROS
Center Fuselage II
EMBRAER
Forward Fuselage
EMBRAER
AKROS
Wing to Fuselage Fairing
GEAE
Engine / Nacelles
1969 Foundation
1970 First airplane
1971 EMB 326 Xavante – Strategic alliance with Italian firms
1979 Commercial office and technical assistance in USA
1981 AMX in partnership with Italian firms
1983 Europe’s commercial and technical assistance office
1992 Privatization - Combination of the previous technological and
industrial culture with a new market driven culture
2003 International Joint Venture in China – 51% EMBRAER 49% partner
Risk sharing partnerships with some of the world's largest aerospace
manufacturers and suppliers
2/3 of financial investments for the development of new products
comes from the international partners
Obrigado!
Email: [email protected]
Moacir de Miranda Oliveira Junior