• JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
  • JoomlaWorks Simple Image Rotator
 
  Bookmark and Share
 
 
Habilitation Thesis
DOI
Document
Author
Full name
Felipe Mendes Borini
E-mail
Institute/School/College
Knowledge Area
Date of Defense
Published
São Paulo, 2019
Committee
Saes, Maria Sylvia Macchione (President)
Bataglia, Walter
Boaventura, João Mauricio Gama
Costa, Benny Kramer
Junqueira, Luciano Antonio Prates
Title in Portuguese
Estratégias de offshoring em empresas multinacionais
Keywords in Portuguese
Estratégia organizacional
Inovação
Multinacionais
Relações interorganizacionais
Abstract in Portuguese
A presente tese de livre docência debate as estratégias de offshoring no âmbito da empresa multinacional. A questão norteadora da tese é se o dilema do dual embeddedness explica a decisão da multinacional aderir ao offshoring outsourcing ou captive offshoring outsourcing em locais em que já opera por meio de estratégias de captive offshoring? Para tanto ao longo do referencial teórico e formulação de hipóteses defendo que a pressão exercida pelo dual embeddedness em locais que a subsidiária já tem atividades captive offshoring, faz com que a subsidiária tenha uma opção estratégica para o offshoring outsourcing de atividades de inovação. Por sua vez, o captive offshoring como decorrência do dual embeddedness é que permite a presença de atividades captive offshoring outsourcing. Para analisar empiricamente os resultados faço uso de duas pesquisas surveys, que na tese dividi em estudo 1 e estudo 2. O estudo 1 foi com subsidiárias estrangeiras no Brasil no setor automotivo. Foram obtidas 130 respostas. O estudo 2 foi com subsidiárias estrangeiras no Brasil e obtidas 131 respostas. Os resultados confirmam que (H1a) atividades de inovação captive offshoring estão associadas positivamente ao suporte concedido pela matriz para a subsidiária e a (H1b) a forte inserção da subsidiária na rede de parceiros externos. Por sua vez, as (H2) atividades de inovação offshoring outsourcing estão associadas positivamente as atividades de inovação captive offshoring. Assim como (H3) as atividades de inovação offshoring outsourcing estão associadas positivamente a forte necessidade de se adaptar aos parceiros externos. Por fim, (H4) as atividades de inovação captive offshoring exercem papel mediador entre a inserção da subsidiária em redes no país hospedeiro e atividades de inovação captive offshoring outsourcing. As contribuições acadêmicas estão relacionadas aos estudos de atividades de inovação offshoring, dual embeddedness e redes de inovação. Além de reflexões sobre o modelo de gestão estratégica das empresas multinacionais e estratégia de subsidiárias estrangeiras
Title in English
Offshoring strategies in multinational companies
Keywords in English
Innovation
Interorganizacional relations
Multinationals
Organizational strategy
Abstract in English
The present thesis discusses offshoring strategies in a multinational company. The question of this thesis is whether the dual embeddedness dilemma explains the multinational's decision to adhere to offshoring outsourcing or offshoring captive outsourcing in places where it already operates through captive offshoring strategies. Within the theoretical background and hypothesis sections, I argue that in locales where the subsidiary has captive offshoring activities, the pressure exerted by the external embeddedness triggers the strategic option for offshoring outsourcing of innovation activities. In turn, captive offshoring as a result of dual embeddedness is essential in captive offshoring outsourcing activities. To analyze the results empirically, I completed two surveys, which in the thesis I divided into Study 1 and Study 2. Study 1 was with foreign subsidiaries in Brazil in the automotive industry. The total number of completed responses was 130. Study 2 was with foreign subsidiaries in Brazil and had 131 completed responses. The results confirmed that (H1a) captive offshoring innovation activities are positively associated with the support granted by the headquarter and with (H1b), they are positively associated with the insertion of the subsidiary in the network of external partners. In turn, the (H2) offshoring outsourcing innovation activities are positively associated with captive offshoring innovation activities. As is the case with (H3) offshoring outsourcing, innovation activities are positively associated with the pressure to adapt to external partners. Finally, (H4) captive offshoring innovation activities play a mediating role between the insertion of the subsidiary into networks in the host country and captive offshoring outsourcing innovation activities. Academic contributions are related to studies of offshoring innovation activities, dual embeddedness, and innovation networks. The thesis also contains reflections on the strategic management model of multinational companies and foreign subsidiary strategies
 
WARNING - Viewing this document is conditioned on your acceptance of the following terms of use:
This document is only for private use for research and teaching activities. Reproduction for commercial use is forbidden. This rights cover the whole data about this document as well as its contents. Any uses or copies of this document in whole or in part must include the author's name.
Publishing Date
2019-05-06
 
WARNING: Learn what derived works are clicking here.
All rights of the thesis/dissertation are from the authors
CeTI-SC/STI
Digital Library of Theses and Dissertations of USP. Copyright © 2001-2019. All rights reserved.