O conhecimento tem se mostrado como uma importante fonte de vantagem competitiva para as organizações. Por isso, as empresas buscam, cada vez mais, mecanismos que alavanquem os processos de geração, gestão e disseminação do conhecimento organizacional. Uma das ferramentas, que pode potencializar a transformação do conhecimento em vantagens competitivas, é a universidade corporativa. Nesse contexto, as franquias surgem como um dos objetos de estudos que podem ajudar a explicar esta relação, pois desenvolver e compartilhar conhecimento são aspectos vitais para o franchising. Dessa forma, o principal objetivo deste trabalho é identificar elementos que possam influenciar na geração de vantagens competitivas pela implantação e gestão de universidades corporativas no franchising. Para atingir esses objetivos, foi desenvolvida uma revisão teórica focada nos conceitos de vantagens competitivas, universidades corporativas e franchising. O primeiro esforço mostrou que existe uma lacuna teórica no tema, indicando a necessidade de se realizar um estudo de campo para aprofundar o conhecimento sobre o fenômeno estudado. O estudo de caso, em conjunto com entrevistas em profundidade, foram os métodos escolhidos para realizar o objetivo proposto. Foram realizadas dez entrevistas em profundidade com especialistas em educação corporativa e no franchising, sendo levantadas informações secundárias dos processos de educação do Giraffas e das Universidades Corporativas do Banco do Brasil, Ernest Young do Brasil, Cacau Show e McDonald\'s do Brasil. Para as duas últimas empresas foram desenvolvidos estudos de caso, levantando-se informações comparativas dos seus principais concorrentes. Dessa forma, também foram analisadas informações da Chocolates Brasil, Kopenhagen, Bob\'s e Subway. As principais conclusões do trabalho foram: as universidades corporativas podem impactar de forma expressiva no desenvolvimento de vantagens competitivas no franchising; apesar de as franquias promoverem diversas ações educacionais, as universidades corporativas ajudam a organizar de forma estratégica essas ações, gerando, nos casos estudados, mais impactos que as ações isoladas; as ações que mais geram resultados e barreiras à imitação são as relacionadas à disseminação do conhecimento tácito; a relação entre unidades próprias e franqueadas parece ser importante para se estabelecer estratégias educacionais da rede; a avaliação dos impactos dos treinamentos nos resultados operacionais e financeiros é uma grande dificuldade observada; a literatura preconiza uma relação entre unidades próprias e franqueadas nos estágios de maior maturidade do negócio que não foi observada nos casos estudados; também não foram observadas uma preocupação acentuada com o envolvimento de outros stakeholders e com a busca efetiva de modelos de autofinanciamento. / Knowledge has been shown to be an important source of competitive advantage for organizations. Therefore, companies increasingly seek mechanisms that leverage the processes of generation, management and dissemination of organizational knowledge. One of the tools that can enhance the transformation of knowledge into competitive advantages is the corporate university. In this context, franchises emerge as one of the objects of study that may help explain this relationship, for developing and sharing knowledge are vital for franchising. Thus, the main objective of this work is to identify elements that can influence the generation of competitive advantages for the implementation and management of corporate universities in franchising. To achieve these goals, it developed a focused literature review on the concepts of competitive advantage, corporate universities and franchising. This first effort proved that there is a theoretical gap in the topic, indicating the need to carry out a field study to deepen the understanding of the phenomenon studied. The case study, in conjunction with in-depth interviews were the methods chosen to achieve the proposed objective. Ten interviews were conducted in depth with experts in corporate education and franchising, being lifted secondary information from Giraffas education processes and from the corporate universities of Banco do Brasil, Ernest Young of Brazil, Cacau Show and McDonald\'s Brazil, for the last two companies was developed case studies, rising comparative information of its main competitors. In this way, were also analyzed informations from Chocolates Brazil, Kopenhagen, Bob\'s and Subway. The main conclusions were: corporate universities can impact in a significant way in the development of competitive advantages in franchising; despite franchises promote various educational activities, corporate universities help organize strategically these actions, generating, in the cases studied, more impact than isolated actions; actions that generate more results and barriers to imitation are related to the dissemination of tacit knowledge; the relationship between owned and franchised units appears to be important to establish educational strategies of the franchising network; evaluating the impact of training on operating and financial results is a great difficulty observed; the literature reports a relationship between owned and franchised units in the stages of greater maturity of the business that was not observed in this study; They were also not observed a concern about the involvement of other stakeholders and the effective search of auto financing models.

The phenomenon of Born Globals in particular to the internationalization process has been highlighted by many scholars. The insufficient of the existing researches to the ability of Born Globals going international since their inceptions with limited resources encouraged us to study more in-depth. Resource-based View (RBV) and firm‟s competitive advantage are chosen as the theoretical framework. Three Swedish Born Globals were chosen as case studies, the data was collected by semi-structure and e-mail interviews which within-case and cross-case analysis were applied. The empirical data and analysis draws us to the conclusion that human resource especially entrepreneurs and network are the key firm resources that significantly contribute to Born Globals‟ establishment, internationalization and competitive advantage. However, the finding is highlighted that entrepreneur has a crucial role to both establishment and internationalization stages. Entrepreneur‟s personal network has high contribution when Born Globals is started up while firm‟s network plays more important role at the internationalization stage. By using network, Born Globals gain an easier way to find financial and operating resource. Moreover, entrepreneur‟s capability is the main key resource that creates competitiveness to Born Global firms. Future research suggestions and implications are discussed in the conclusion.

LCD panel industry is one of the most promising industries in the world. Taiwanese LCD panel makers have performed quite well in the past few years. On the controversy, the BLU has been viewed as a low entry barrier industry with many suppliers and its profit margin seems to have been squeezed due mainly to its position between big giant LCD panel makers and limited key materials suppliers. However, BLU is one of Taiwan's few competitive industries in the global market because of its high self-sufficient rate and leading technologies over their Korean and Japanese competitors. Sometimes, Taiwan¡¦s BLU industry is even performing better than other component industries within the LCD industry supply chain. It's worth examining the competitive advantages for Taiwan BLU industry by analyzing "Company R", one of the leaders in Taiwan BLU industry. We start our research by highlighting the key characteristics of the LCD industry and the dynamics of the BLU supply chain. After analyzing the marketing, technology, and management requirements for the BLU industry, we have concluded the key success factors of the BLU industry. Then with a brief introduction of ¡§Company R¡¨, we have identified the company's competitive advantages and potential long-term strategies by analyzing the company¡¦s unique positioning and resources, and comparing those with the above-mentioned key success factors of the BLU industry. According to our study, demand for BLU should continue to grow with increasing demand for LCD TVs, in longer term. The major issue for LCD panel industry will be "demand and supply" relationship, while for BLU industry is the "volume" and its "competitive advantages" for each company. The technology development for BLU will continue. BLU is not just a so-called ¡§assembling business¡¨, and its industry entry barrier is much higher than before. Besides, the cluster effect and vertical integration are inevitable for LCD panel makers. To be successful in BLU industry, a company not only needs to focus on these key success factors, but also needs to keep developing and improving its core competencies relative to its competitors.

O conhecimento tem se mostrado como uma importante fonte de vantagem competitiva para as organizações. Por isso, as empresas buscam, cada vez mais, mecanismos que alavanquem os processos de geração, gestão e disseminação do conhecimento organizacional. Uma das ferramentas, que pode potencializar a transformação do conhecimento em vantagens competitivas, é a universidade corporativa. Nesse contexto, as franquias surgem como um dos objetos de estudos que podem ajudar a explicar esta relação, pois desenvolver e compartilhar conhecimento são aspectos vitais para o franchising. Dessa forma, o principal objetivo deste trabalho é identificar elementos que possam influenciar na geração de vantagens competitivas pela implantação e gestão de universidades corporativas no franchising. Para atingir esses objetivos, foi desenvolvida uma revisão teórica focada nos conceitos de vantagens competitivas, universidades corporativas e franchising. O primeiro esforço mostrou que existe uma lacuna teórica no tema, indicando a necessidade de se realizar um estudo de campo para aprofundar o conhecimento sobre o fenômeno estudado. O estudo de caso, em conjunto com entrevistas em profundidade, foram os métodos escolhidos para realizar o objetivo proposto. Foram realizadas dez entrevistas em profundidade com especialistas em educação corporativa e no franchising, sendo levantadas informações secundárias dos processos de educação do Giraffas e das Universidades Corporativas do Banco do Brasil, Ernest Young do Brasil, Cacau Show e McDonald\'s do Brasil. Para as duas últimas empresas foram desenvolvidos estudos de caso, levantando-se informações comparativas dos seus principais concorrentes. Dessa forma, também foram analisadas informações da Chocolates Brasil, Kopenhagen, Bob\'s e Subway. As principais conclusões do trabalho foram: as universidades corporativas podem impactar de forma expressiva no desenvolvimento de vantagens competitivas no franchising; apesar de as franquias promoverem diversas ações educacionais, as universidades corporativas ajudam a organizar de forma estratégica essas ações, gerando, nos casos estudados, mais impactos que as ações isoladas; as ações que mais geram resultados e barreiras à imitação são as relacionadas à disseminação do conhecimento tácito; a relação entre unidades próprias e franqueadas parece ser importante para se estabelecer estratégias educacionais da rede; a avaliação dos impactos dos treinamentos nos resultados operacionais e financeiros é uma grande dificuldade observada; a literatura preconiza uma relação entre unidades próprias e franqueadas nos estágios de maior maturidade do negócio que não foi observada nos casos estudados; também não foram observadas uma preocupação acentuada com o envolvimento de outros stakeholders e com a busca efetiva de modelos de autofinanciamento. / Knowledge has been shown to be an important source of competitive advantage for organizations. Therefore, companies increasingly seek mechanisms that leverage the processes of generation, management and dissemination of organizational knowledge. One of the tools that can enhance the transformation of knowledge into competitive advantages is the corporate university. In this context, franchises emerge as one of the objects of study that may help explain this relationship, for developing and sharing knowledge are vital for franchising. Thus, the main objective of this work is to identify elements that can influence the generation of competitive advantages for the implementation and management of corporate universities in franchising. To achieve these goals, it developed a focused literature review on the concepts of competitive advantage, corporate universities and franchising. This first effort proved that there is a theoretical gap in the topic, indicating the need to carry out a field study to deepen the understanding of the phenomenon studied. The case study, in conjunction with in-depth interviews were the methods chosen to achieve the proposed objective. Ten interviews were conducted in depth with experts in corporate education and franchising, being lifted secondary information from Giraffas education processes and from the corporate universities of Banco do Brasil, Ernest Young of Brazil, Cacau Show and McDonald\'s Brazil, for the last two companies was developed case studies, rising comparative information of its main competitors. In this way, were also analyzed informations from Chocolates Brazil, Kopenhagen, Bob\'s and Subway. The main conclusions were: corporate universities can impact in a significant way in the development of competitive advantages in franchising; despite franchises promote various educational activities, corporate universities help organize strategically these actions, generating, in the cases studied, more impact than isolated actions; actions that generate more results and barriers to imitation are related to the dissemination of tacit knowledge; the relationship between owned and franchised units appears to be important to establish educational strategies of the franchising network; evaluating the impact of training on operating and financial results is a great difficulty observed; the literature reports a relationship between owned and franchised units in the stages of greater maturity of the business that was not observed in this study; They were also not observed a concern about the involvement of other stakeholders and the effective search of auto financing models.

En ce qui concerne la perception du tourisme durable, on constate que les directeurs publics ont la même approche ou définition. Mais, en matière de stratégies, les moyens manquent dans tous les domaines pour développer un tourisme durable. De façon plus précise, les contraintes se résument aux cinq enjeux qui sont liés aux ressources humaines, aux méthodes de travail, au cadre juridique, à l'appui institutionnel et financier, et à la sensibilisation publique dans le secteur touristique du Cambodge. Ces insuffisances ont entraîné une exploitation peu réfléchie des potentiels de ressources touristiques et ont provoqué des fuites économiques élevées à l'étranger. Sans planification pensée à long terme, certaines attractions ne sont plus en mesure d'assurer leur durabilité, menant à la dévastation de trésors touristiques, à l’altération des valeurs socio-culturelles et d'identité nationale; ce mécanisme évolutif pourrait conduire à un développement incontrôlé contribuant à dégrader rapidement la communauté locale et l’environnement. Comme le ministère du Tourisme au Cambodge l’a souligné, s'il n'est pas correctement géré, le développement du tourisme permettra d'enrichir une petite minorité tout en excluant la majorité de la population du pays. Dans ces conditions, les directeurs provinciaux chargés du tourisme, en tant que représentants du ministère, jouent un rôle déterminant dans le tourisme durable et influencent directement à la fois le pouvoir politique et la prise de décision locale et même nationale. Leur rôle s’applique à la gestion interne et la coopération externe qui sont fortement dépendantes de la qualification personnelle des individus, c’est les « ressources et compétences ». Cependant, si les directeurs locaux sont aujourd’hui confinés dans un rôle plutôt de gestionnaires, avec de faibles moyens, nous estimons qu’ils pourraient devenir de véritables directeurs locaux susceptibles de faire travailler ensemble les acteurs dans le cadre d’une politique claire. / Current issues concerning the sustainable tourism in Cambodia based on the action of Local Tourism State Actors (LTSA) in terms of Resources and Competences, particularly defining the roles of the LTSA, are systematically explored in this research. The LTSA are the director of provincial or city tourism department who take a lead role in managing a localized tourism industry of the government. The central research question focuses on the “Strategy towards Sustainable Tourism in Cambodia, according to the perceptions of the LTSA”. In investigating to this context, the qualitative methods were used to collect primary data through in-depth interviews (semi-structured) with all the 25 LTSA. The data was further analyzed through a content analysis with a usage of NVivo10, a computer based program for coding or categorizing. The findings indicate that there are five main local challenges to Cambodia’s sustainable tourism: (1) Professional Tourism Skills and Qualifications, (2) Working Attitudes of Managers and Employees, (3) Tourism Law, Regulations, and Circulars, (4) Finances and Facilities, and (5) Public Tourism Awareness and Participation. These challenges can be broadly categorized as personal, institutional, and external problems; particularly related to the lack of financial resources, and especially human resources in regards to both quality and quantity of professional tourism officials. In order to effectively transcend sustainable tourism and local tourism management challenges, state actors play important roles. Firstly they have an internal managing role as a local manager, and secondly they have an external cooperating role which is closely defined as a local ambassador. Moreover, the state actor should strive for a third role: referred to as the personal advancing role. This is where the managers become a learner in order to improve personal skills and capacity based on experiential learning. Personal advancing roles can be further augmented through self-directed studies, workshops, seminars, training and education. As highlighted in the findings and discussion section, the quality of managing and cooperating roles of LTSA are heavily dependent on personal advancing roles. The role of LTSA has significant influence on sustainable tourism because the manager is the most central actor dealing directly with all relevant sustainable tourism stakeholders, especially for their contributions to the policy and decision making. Thus, the continuous advancement of qualifications, effectiveness and efficiency of LTSA in implementing their role is a priority and highly needed. State actors should focus on personal advancing roles to enhance managing and cooperating roles.

I will look at what impact big data have had on the managerial strategic decisions in the food and beverage industry. This in order to understand the complexity and theory of organizational strategic management, an effort to define the contemporary strategic theory into a holistic conceptual model is done through a literature review on organizational strategy. This literature explicitly proposes four distinctly different types of strategies that management need to consider in the organizational context. Namely, long-term strategy, internal business strategy, external corporate strategy, and competitive strategy. The study analyzed the food and beverage industry over a decade (2005-2014), where the three of the largest actors in the industry were selected, Nestlé S.A, PepsiCo Inc, and Unilever. The choice of method was content analysis, where three structured categorization matrixes were developed which each analyzed parts of the annual reports. The study propose the role of big data as a strategic tool for managerial decision from a theoretical standpoint. The content analysis show that hypothesis 1, could be confirmed, big data have an impact on all the proposed four managerial strategic decisions. Second hypothesis could not be confirmed, since decentralization does only occur for one of the organizations, but increased external environment turbulence could be concluded for the industry in general. The third hypothesis could be confirmed, which show that there is an increase in individualization due to increased customer involvement and demand. The analysis discovered three distinct time periods during the last decade, namely pre- economic instability period (2005-2007), economic instability period (2008-2011) and finally the post-paradigm period (2012-2014). Where the year 2011 was the most turbulent in terms of economy and technology for the industry. The study clearly show that customers are now involved in the production process, customers are co-creators of the products. There is now a two-way communication and increased social responsibility awareness. This study shows that the old traditional approach of looking at markets in order to position yourself to stay competitive are obsolete as this study predicted. customers demand to be a part of the organizational culture. This conclude that big data is an important tool for all strategic managerial decisions.

This study provides a better understanding of the interactions between firm resources, strategy choice, marketing environment, and performance in rural SMEs. To date, a strategy framework specifically for SMEs in developing countries had not been developed. Past studies adapted the Miles and Snow (1987) strategy typologies or have developed strategy types for SMEs in developing countries only conceptually. This study extended the modelling approach adopted by DeSarbo et al., (2005, 2006) by empirically deriving a strategy typology specifically for SMEs in a developing country. Based on K-means clustering of theoretically relevant strategy dimensions, two strategy clusters were identified??lower performing conservative strategy A, and higher performing customer oriented strategy B. The issue of resource limitations in strategy formulation had not been adequately addressed by past studies on SME strategy. By examining how and to what extent objective and perceived dimensions of the external environment impact the resources-strategy-performance (RSP) links in rural SMEs, the study tested the applicability of the Resource-Based View (RBV) and the Knowledge-Based View (KBV) in a new context??that of rural SMEs in a developing country. Both RBV and KBV were supported by the findings. Key strategic resources in rural SMEs were explored for its strategic and performance implications. General resources and capabilities, knowledge-based resources, and in particular ??tacit?? marketing knowledge, were examined in an aggregated sense through the intuitive understanding within the one SME owner-manager. Strategy choice moderated and mediated the resource-performance relationship. SMEs with higher levels of resources and capabilities tended to adopt the higher performing strategy B. The study provided further insights on the kinds of knowledge that mattered. Knowledge-based resources that were more tacit in character determined strategy choice and performance??higher customer serving skills led to adopting the higher performing strategy B, while planning skills led to adopting the lower performing strategy A. Both the objective and perceived environments influenced SME performance by moderating the resource-strategy-performance relationship. SMEs located in more munificent provinces perceived their market environment accurately, possessed higher knowledge-based resources, and were more likely to adopt the higher performing strategy B.

Made available in DSpace on 2014-12-17T13:51:34Z (GMT). No. of bitstreams: 1 JulioFDR_TESE_capa_ate_pag119.pdf: 6154675 bytes, checksum: 174bd5531b27bc99f78b05dff75d611d (MD5) Previous issue date: 2012-08-28 / The present study investigated the management of social, environmental and economic sustainability practices employed by 72 oil companies in Rio Grande do Norte state in Brazil associated to Joint Business Network for Enhancing the Competitive Ability of Suppliers of Goods and Services to the Gas and Oil Industry in Rio Grande do Norte (REDEPETRO-RN). Thus, our investigation aimed to determine the extent to which sustainability practices of companies associated to REDEPETRO-RN are developed through their own efforts or influenced by the Triple Helix interorganizational arrangement (governamental organizations, education and research institutions, and industries). The research instrument used was a questionnaire in order to map and characterize the sustainability practices. The research subjects were business owners and managers. The data collected supported the descriptive, correspondence and correlation analyzes. Were identified a greater emphasis of the companies surveyed in developing sustainability practices and greater economic influence of business organizations in the construction of sustainability status. It was concluded with confirmation of thesis of the REDEPETRO-RN arrangement exhibits the characteristics and functioning of a common Interorganizational Cooperative Arrangement, not those of a triple helix interorganizational arrangement, given that the influences exerted for the development of social, environmental and economical sustainability on the part of teaching and research institutions, and government and business organizations do not interact with one another sufficiently to create a virtuous circle of cooperation among the associated companies. By contrast, the Interorganizational Cooperative Arrangement plays an important role in strengthening the competitiveness of companies affiliated to REDEPETRO-RN, by combining different competencies in an attempt at supporting the adoption of sustainability practices, a role reinforced by the scope of PETROBRAS, which, due to its economic importance, has considerable weight in the managerial decisions of associated companies / Esta pesquisa explorou a gest?o de pr?ticas de sustentabilidade social, ambiental e econ?mica de 72 empresas associadas ? Rede de Articula??o Empresarial para Amplia??o da Capacidade Competitiva dos Fornecedores de Bens e Servi?os do Setor de Petr?leo e G?s do Rio Grande do Norte (REDEPETRO-RN), procurando responder em que medida as pr?ticas de sustentabilidade das empresas associadas ? rede s?o explicadas por um esfor?o pr?prio ou s?o influenciadas pelo arranjo interorganizacional do tipo H?lice Tripla configurado pela REDEPETRO-RN. (organiza??es governamentais, institui??es de ensino e pesquisa e organiza??es empresariais). O instrumento utilizado foi o question?rio junto aos empres?rios e gestores. Os dados coletados subsidiaram a realiza??o de an?lises descritivas, de correspond?ncia e correla??o. Identificou-se uma maior ?nfase das empresas no desenvolvimento de pr?ticas de sustentabilidade econ?mica e uma maior influ?ncia das organiza??es empresariais na constru??o desse status de sustentabilidade, confirmando a tese de que o arranjo REDEPETRO-RN apresenta caracter?sticas e funcionamento de um Arranjo Cooperativo Interoganizacional (ACI) comum, n?o apresentando caracter?sticas de um arranjo interorganizacional do tipo H?lice Tripla, dado as influ?ncias exercidas para o desenvolvimento de pr?ticas de sustentabilidade social, ambiental e econ?mica por parte das institui??es de ensino e pesquisa, das organiza??es governamentais e empresariais n?o interagirem entre si suficientemente para configurar um c?rculo virtuoso de coopera??o entre as empresas associadas. No entanto, o Arranjo Cooperativo Interorganizacional tem um papel importante no fortalecimento da competitividade das empresas associadas ? REDEPETRORN, ao reunir diferentes compet?ncias e tentar articul?-las para apoiar entre outras a??es a ado??o de pr?ticas de sustentabilidade, papel valorizado pela for?a da PETROBRAS, que em fun??o de sua import?ncia econ?mica tem um peso consider?vel nas decis?es gerenciais das empresas associadas

CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior / A percepÃÃo de que a estruturaÃÃo dos arranjos organizacionais e das estratÃgias, pelas firmas, pressupÃe que concebam e interpretem o cenÃrio econÃmico no qual figuram como agentes construtores e modificadores. A adaptaÃÃo, todavia, nÃo se faz o cerne das discussÃes em torno deste debate, mas sim o processo ou a fase de conversÃo do voluntarismo adaptativo em vantagens competitivas resultantes em ascensÃo da performance. O arcabouÃo teÃrico sedimentado pela VisÃo Baseada em Recursos (RBV) pÃe a competÃncia e a idiossincrasia organizacional como variÃveis de distinÃÃo entre as empresas (BARNEY, 1991). Nesse sentido, pode-se pressupor que a gestÃo dos recursos e a estratÃgia a ela atrelada podem alavancar os retornos das firmas em virtude da diferenciaÃÃo. A inovaÃÃo pode ser referida como um desses potenciais fatores estratÃgicos chave. TambÃm com a RBV, Hart (1995) estabelece que a incorporaÃÃo da responsabilidade socioambiental tambÃm à passÃvel de incrementar vantagens competitivas, jà que concede Ãs organizaÃÃes a consecuÃÃo de distinÃÃo no mercado. Por meio da reflexÃo exposta, este estudo investigou os possÃveis efeitos dos perfis estratÃgios com foco na inovaÃÃo e na sustentabilidade ambiental e social na rentabilidade de firmas que pertencem a contextos econÃmicos distintos, neste caso, o brasileiro e o europeu. A seleÃÃo de empresas que compÃs o grupo avaliado compreendeu companhias de capital aberto participantes de Ãndices de sustentabilidade da BM&FBovespa (Ãndice de Sustentabilidade Empresarial â ISE; Ãndice Carbono Eficiente â ICO2) e da NYSE Euronext (Low Carbon 100). Foram selecionadas 78 indÃstrias, investigadas em corte longitudinal de quatro anos (2010-2013). O estudo à descritivo, com dados extraÃdos de bases documentais (Demonstrativos Financeiros, Notas Explicativas, RelatÃrios Anuais, de Sustentabilidade e da AdministraÃÃo), e dotado de abordagens qualitativa (anÃlise de conteÃdo) e quantitativa (AnÃlise de CorrespondÃncia; Teste de DiferenÃas de MÃdias e de TendÃncia â Teste de Kruskal-Wallis, Jonckheere-Terpstra, Mann-Whitney; RegressÃo Linear MÃltipla). Os resultados apontam os seguintes posicionamentos: (i) a inovaÃÃo, medida pelos intangÃveis de inovaÃÃo, as patentes, a P&D e o ITI (GU; LI, 2003), à superior, em termos de divulgaÃÃo e investimentos, nas empresas europeias; (ii) apesar da publicaÃÃo de RelatÃrios de Sustentabilidade, seguindo as diretrizes da GRI, se mostrar relativamente maior no grupo de empresas brasileiras, o disclosure à maior nas empresas europeias; (iii) nÃo se pode observar a conjugaÃÃo estratÃgica da inovaÃÃo e da sustentabilidade em patamares relevantes; (iv) em alguns perÃodos especÃficos, em relaÃÃo à inovaÃÃo e à sustentabilidade, desempenhos superiores e contÃnuos foram observados, sem diferenÃas significativas; (v) o engajamento estratÃgico (inovaÃÃo e sustentabilidade) interfere, de diferentes formas, na performance das empresas; (vi) a inovaÃÃo e a sustentabilidade, quando avaliadas por meio dos intangÃveis de inovaÃÃo e patentes, e da divulgaÃÃo ambiental e social, respectivamente, influenciam a rentabilidade positivamente. Conclui-se que inovaÃÃo e sustentabilidade podem favorecer, em algum nÃvel, a rentabilidade, porÃm esse impacto depende de como as empresas divulgam as informaÃÃes sobre essas estratÃgias. Discute-se aqui que à imperativo à gestÃo avaliar o trade-off do custo informacional, ponderando acerca das vantagens, de curto e longo prazo, econÃmicas e de mercado, passÃveis de serem absorvidas ou negligenciadas pelas firmas em decorrÃncia da associaÃÃo estratÃgica da inovaÃÃo com a sustentabilidade ambiental e social. Esses resultados ratificam os pressupostos da RBV, uma vez que recursos especÃficos podem ser convertidos em favor do desempenho das empresas, sejam elas pertencentes a diferentes cenÃrios econÃmicos, com maior ou menor nÃvel de comprometimento com as estratÃgias de inovaÃÃo e sustentabilidade. / The perception that the structure of organizational arrangements and strategies, by firms necessarily assume that conceive and interpret the economic environment in which figure as builders and modifying agents. Adaptation, however, is not the core of the discussions around this debate, but rather the process or the conversion phase of the adaptive voluntarism into competitive advantages resulting in rise of performance. The theoretical framework settled by the Resource Based View (RBV), according to Barney (1991), puts the expertise and organizational idiosyncrasy as a distinguishing variable between companies.In this sense, it can be assumed that the management of resources and strategy linked to it can leverage firms returns due to the differentiation.Innovation can be referred as one of those potential key strategic factors. Through theory RBV, Hart (1995) states that the incorporation of environmental and social responsibilities of companies is also likely to enhance the competitive advantages, in other words, sustainability, in theory, grants organizations the achievement of distinction in the market. Through the exposed reflection, this study aimed to investigate the possible effects of the strategic profiles focused on innovation and environmental and social sustainability in the profitability of firms belonging to distinct economic contexts, in this case, the Brazilian and European. The selection of companies that composed the evaluated group included public companies listed in sustainability indexes of Bovespa (Corporate Sustainability Index â ISE; Carbon Efficient Index â ICO2) and NYSE Euronext (Low Carbon 100). It was selected 78 companies, which were investigated in longitudinal section of four years (2010-2013). The Research is descriptive, with data extracted from document databases (Financial Statements, Notes, Annual, Sustainability and Management Reports) with its qualitative (content analysis) and quantitative approaches (Correspondence Analysis â ANACOR; Mean Differences and Trend Test â Kruskal-Wallis, Jonckheere-Terpstra, Mann-Whitney Test; Multiple Linear Regression). The demonstrated results support the following positions: (i) innovation is superior, in terms of disclosure and investments, measured by intangibles of innovation, patents, R&D and TII (GU; LI, 2003), in the developed economic context; (ii) despite the publication of sustainability reports, in accordance to guidelines of the Global Reporting Initiative (GRI), be relatively higher in the group of Brazilian firms, the disclosure is higher in European group; (iii) one can not observe the strategic combination of innovation and sustainability in relevant levels; (iv) in specific periods, superior and continuing advantages were observed in relation to innovation and environmental and social Sustainability, with absence of significant differences; (v) strategic engagement interfere, in different ways, in the performance of companies; (vi) innovation and sustainability, when evaluated using the intangibles of innovation and patents, and environmental and social disclosure, respectively influence the profitability positively. This research concludes that innovation and sustainability can promote somehow profitability, but its impact depends on how companies disclose information about these strategies. It is argued here that it is imperative for management to evaluate the trade-off inherent in the informational cost, pondering the economic and market advantages, of short and long term, that can be absorbed or neglected by firms as a result of the strategic association of innovation with environmental and social sustainability. These results confirm the assumptions of RBV, since specific resources can be converted in favor of corporate performance, whether belonging to different economic scenarios, with varying levels of commitment to innovation and sustainability strategies.

Dans cette thèse nous avons tenté d’expliquer la performance des entreprises en se basant sur l’approche basée sur les ressources (RBV) et l’approche basée sur les capacités dynamiques (DCV),deux approches relevant de la théorie des ressources qui gagneraient à être intégrées. Pour aborder la problématique, nous avons développé deux axes de recherche : « La détention des ressources/capacités et la Performance » et « La gestion des ressources/capacités et la Performance ». Le premier modèle conceptuel a présenté les relations liant les différentes capacités opérationnelles à la performance. Le modèle conceptuel global a traité de la relation « Capacités opérationnelles – Environnement -Stratégie de diversification - Capacités dynamiques- Performance ». Notre posture épistémologique dans cette recherche se voulait positiviste. Au niveau des choix méthodologiques nous avons opté pour une démarche hypothético-déductive avec une approche quantitative basée sur des données secondaires collectées de la base de données française DIANE et des statistiques de l’INSEE, et pour évaluer les capacités nous avons eu recours à la méthode DEA. La première étude empirique a testé la relation capacités opérationnelles-performance sur quatre échantillons mono-sectoriels représentatifs de l’industrie manufacturière française : le secteur pharmaceutique, le secteur automobile, le secteur de la chimie et le secteur de l’habillement. La seconde étude empirique a testé le modèle mettant en relation les capacités opérationnelles, les capacités dynamiques, l’environnement et la diversification,sur la base d’un échantillon plurisectoriel regroupant les quatre secteurs. Les résultats ont permis de découvrir en premier lieu, l’importance de la capacité financière pour tous les secteurs, en deuxième lieu, le rôle modérateur de l’environnement et de la diversification et en troisième lieu l‘importance des capacités dynamiques d’apprentissage (d’absorption) et adaptative dans l’explication de la performance. Ces résultats peuvent servir les décisions managériales et l'action publique. / In this thesis we have tried to explain business performance based on the resource-based View (RBV) and the Dynamic capabilities View (DCV), two approaches within the resource-based theory (RBT)that benefits from being integrated. To address the problem, we have developed two main stream of research: "The detention of resources / capabilities and performance" and "The management of resources / capabilities and performance." The first conceptual model presented the relations linking the various operational capabilities to performance. The global conceptual model has focused the relation “Ordinary capabilities – Environment – Diversification strategy- Dynamic capabilities –Performance”. Our epistemological position in this research wished to be positivist. At the methodological level we opted for a hypothetical-deductive approach with a quantitative approach based on secondary data collected from the French database DIANE and INSEE statistics, and to evaluate capabilities we used the DEA method. The first empirical study that aims on “ordinary capabilities – performance” link, is based on four industries samples representing the French manufacturing industry: the pharmaceutical industry, the automotive industry, the chemical industry and the clothing industry. The second study tested the empirical model linking ordinary capabilities,dynamic capabilities, environment and diversification, based on a multisectorial sample comprising the four sectors. The results revealed first the importance of financial capability for all sectors, second the moderating role of the environment and the diversification and thirdly the magnitudes of dynamic learning (absorption) and adaptive capabilities in explaining performance. These results could serve managerial decisions and public policy.