Alors que les relations formelles entre organisations comme les alliances ont été largement étudiées, les relations inter-organisationnelles informelles demandent à être mieux comprises. Comment l'organisation gère-t-elle ses relations inter-organisationnelles informelles ? Quels sont les effets de ces relations sur l'entreprise ? Comment peut-on essayer d'organiser d'une façon consciente des actions d'influence de l'environnement au travers de ces relations ? Pour aborder ces questions, nous avons choisi d'utiliser le cadre de la théorie des capacités dynamiques, qui accorde une place importante aux relations entre l'entreprise et son environnement. Les capacités dynamiques de l'entreprise peuvent être définies comme la capacité à détecter et façonner des opportunités et des menaces, à saisir des opportunités, et à reconfigurer les ressources de la firme. Répondant à l'appel des chercheurs sur les capacités dynamiques, cette thèse analyse les micro-fondations de ces capacités. Notre étude s'appuie sur une analyse des individus "passeurs de frontières" qui participent aux relations inter-organisationnelles informelles au nom de leur entreprise. Nos travaux pointent les contributions des passeurs de frontières aux capacités dynamiques de l'entreprise et conceptualisent la capacité à gérer des relations inter-organisationnelles informelles comme capacité dynamique. / Whereas formal relations such as alliances have been well-studied, informal inter-organizational relations still need to be analyzed. This gap in the literature leads to the following research questions: How do organizations manage their informal inter-organizational relations? What are the effects of such relations? How can firms organize influencing activities based on these relations? The theory of dynamic capabilities addresses relations between the firm and its environment. The dynamic capabilities of the firm can be defined as the capacity of the firm to sense and shape opportunities and threats, to seize opportunities and to reconfigure assets. They permit the organization to adapt to and to shape its environment. This work contributes to answering the call from researchers to analyze the microfoundations of dynamic capabilities. It studies the role played by boundary spanners, individuals playing an interfacing role between the firm and its environment, in the dynamic capabilities of the firm. Further, this research leads to the conceptualization of the capacity to manage informal interorganizational relations as a dynamic capability allowing the firm to develop its absorptive capacity, legitimacy and influence on its environment.

Submitted by Josélia Rabêlo (oliveira_joselia@hotmail.com) on 2017-03-30T14:27:19Z No. of bitstreams: 1 VF2 POS Banca Versao Final Defesa FGV 2017.pdf: 1264401 bytes, checksum: a7a0bc68508df7f0a776b8d201f02960 (MD5) / Approved for entry into archive by Pamela Beltran Tonsa (pamela.tonsa@fgv.br) on 2017-03-30T14:33:09Z (GMT) No. of bitstreams: 1 VF2 POS Banca Versao Final Defesa FGV 2017.pdf: 1264401 bytes, checksum: a7a0bc68508df7f0a776b8d201f02960 (MD5) / Made available in DSpace on 2017-03-30T14:37:25Z (GMT). No. of bitstreams: 1 VF2 POS Banca Versao Final Defesa FGV 2017.pdf: 1264401 bytes, checksum: a7a0bc68508df7f0a776b8d201f02960 (MD5) Previous issue date: 2017-03-02 / The objective of this research was to analyze how customers and suppliers create value by exchanging expertise in B2B relations, in knowledge intensive services. To better understand the relationship of these variables, an exploratory research strategy was adopted, because it allows analyzing the phenomenon through different perspectives - clients, suppliers and interaction between them. Field research was conducted in two phases. Phase 1 was used to deepen understanding about the topic of interest in diverse contexts. Nine interviews were conducted with managers of different types of knowledge intensive services – Human Resource Consultancy, Software and Engineering and Architecture. The results showed that complexity, customization and strategic relevance of the solution motivates the customer to participate in the co-production. The results of co-production are optimized when customers and suppliers interact and share their expertise throughout the phases of diagnosis and execution of the solution. Interaction between customer and supplier, and technical and business expertise sharing positively influence the client's perception of value. Customer participation in the co-production has positive effects on both economic and relationship value. Finally, it was observed that customers perceive the solution broadly including functional and also relational benefits of the solution. Phase 2 of the research was aimed at companies belonging to the architecture segment. It was adopted, as a research strategy, the study of multiple cases. Five cases of interaction between company and its client were conducted. Twenty semi-structured interviews were carried out, eight managers of the supplier companies and 12 client managers of these companies. In addition, secondary data on the participating companies were collected and field notes were taken. The results showed that the way in which customers and suppliers combine and complement business and technical expertise influences the coproduced results and the perceived value of the offer.This second phase has also revealed that coproduction is most effective when customers are more experienced, have business expertise, communicate their expectations and share this business expertise with their suppliers. The results suggest that the perception of economic value creation is more present when services are more complex, especially when the solution requires technical expertise exchange between clients and suppliers. The perception of economic and relationship value is more present when the solution requires technical and business expertise complementarity between clients and suppliers. The results also showed that expertise exchange between clients and suppliers depend on boundary spanners skills and capacities on both to achieve better results in service production. Some boundary spanners skills and capacities favor coproduction: encouraging the interaction of the external contact agent with the company and stakeholders, frequency of contact during the coproduction, engagement and motivation to participate in the solution, communication, flexibility, acceptance of suggestions and comments and negotiation. / O objetivo desta pesquisa foi analisar como clientes e fornecedores criam valor pela troca de expertise nas relações B2B, nos serviços intensivos em conhecimento. Para analisar o fenômeno por diferentes perspectivas - clientes, fornecedores e interação entre eles; foi utilizada a pesquisa exploratória, em duas fases de pesquisa. Na fase 1 foram realizadas nove entrevistas com gestores de empresas fornecedoras e clientes de consultoria de RH, software e tecnologia de informação e arquitetura e engenharia. ¬¬¬O propósito foi aprofundar o entendimento dos construtos pesquisados e avaliar qual dos serviços seria mais apropriado a ser explorado na segunda fase da pesquisa. Os resultados desta fase mostram que complexidade, customização e relevância estratégica da solução motivam o cliente a participar da coprodução. Os resultados da coprodução são otimizados quando clientes e fornecedores interagem e compartilham expertise nas fases de diagnóstico e execução da solução. A interação e a troca de expertise técnica e de negócios entre fornecedor e cliente favorecem a coprodução. A participação do cliente na coprodução e a troca de expertise com o fornecedor têm impacto positivo tanto para o valor econômico como de relacionamento. Por fim, observou-se que clientes percebem a solução considerando tanto os benefícios funcionais quanto relacionais com seus fornecedores. A Fase 2 da pesquisa teve como escopo as empresas pertencentes ao segmento de arquitetura. Adotou-se como estratégia de investigação o estudo de casos múltiplos. Cinco casos de interação entre empresa e seus cliente foram pesquisados. Foram realizadas vinte entrevistas semiestruturadas com oito gestores das empresas fornecedores e 12 gestores clientes dessas empresas. Também, foram coletados dados secundários sobre as empresas e foram registradas notas de campo. Os resultados evidenciaram que a maneira com que clientes e fornecedores combinam e complementam expertises técnicas e de negócios na solução influencia os resultados coproduzidos e a percepção de valor da oferta. A coprodução é mais efetiva, quando os clientes são mais experientes e têm expertise sobre seu negócio, comunicam suas expectativas e compartilham essa expertise de negócio com seus fornecedores. Os resultados também sugerem que a percepção de criação de valor econômico é mais presente quando os serviços são mais complexos, especialmente quando a solução demanda troca de expertise técnica entre clientes e fornecedores. A percepção de criação de valor tanto econômico quanto de relacionamento é mais presente quando a solução demanda complementaridade de expertises técnicas e de negócio entre clientes e fornecedores. Os resultados revelam que a troca de expertise entre empresa e cliente depende das habilidades e capacidades desse agente de contato de cada parte da relação para alcançar melhores resultados na coprodução do serviço. Certas habilidades e as capacidades dos boundary spanners favorecem a coprodução: incentivo a interação do agente de contato externo à empresa e stakeholders, frequência de contato durante a coprodução, engajamento e motivação em participar da solução, comunicação, flexibilidade, aceitação de sugestões e críticas e negociação.