Background: The need to cut costs, save money, become profitable, be innovative, improve product quality and be responsive to customers’ demands is encouraging some organizations to form strategic relationships with suppliers. In achieving this, certain joint investments, called structural bonds, are developed within the relationship life-cycle. Although the bonds tend to tie down the partners and also create impediments for the termination of the relationship, they inevitably contribute to the achievement of mutual goals and sustaining competitive advantage. Past researches failed to relate the structural bonds’ development to any of the stages of the relationship life-cycle, which this study investigated. Purpose: The purpose of this research is to investigate why and in which stages of a strategic buyer-supplier relationship are structural bonds initiated. Method: A multiple case study approach, involving four companies, was undertaken to achieve the purpose of this study. The method used in collecting the empirical data is in-depth interviews with purchasing employees of these companies: Lagermetall AB, Atlas Copco AB, SAAB Tech AB and Husqvarna AB. Results: Most of the structural bonds, based on this study, were introduced at the beginning of the relationships. Some of the reasons for introducing these bonds are: improved product quality, joint product development, knowledge transfer, innovation and communication. Though the bonds may be introduced by the more powerful organization in the relationship, there is interdependency in the relationship. The bonds influenced the following in the relationship: trust, commitment and cooperation, information sharing, and performance but also generated lock-in effects.

Submitted by Mariana Wendt (marianadallabarba@gmail.com) on 2013-06-10T19:34:10Z No. of bitstreams: 1 Tese Mariana Dalla Barba Wendt MPGI.pdf: 1226119 bytes, checksum: 7b6810b06b30bd91c85b0560f866b29a (MD5) / Approved for entry into archive by Eliene Soares da Silva (eliene.silva@fgv.br) on 2013-06-10T19:40:54Z (GMT) No. of bitstreams: 1 Tese Mariana Dalla Barba Wendt MPGI.pdf: 1226119 bytes, checksum: 7b6810b06b30bd91c85b0560f866b29a (MD5) / Made available in DSpace on 2013-06-10T19:42:28Z (GMT). No. of bitstreams: 1 Tese Mariana Dalla Barba Wendt MPGI.pdf: 1226119 bytes, checksum: 7b6810b06b30bd91c85b0560f866b29a (MD5) Previous issue date: 2013-05-10 / The Private Equity Market in Brazil has flourished in the last two decades, and international Funds have been entering the market since then. The activity of these enterprises and how they deal with institutional voids that are present in the brazilian market and the all spheres of distances they have with Brazil are investigated in this research. What are the main challenges for those players in the local market and how private equity functions in Brazil? The first chapter reviews all the literature that concerns private equity in their home countries, such as the United States and Spain (Europe) and Brazil. It also discourses about the concept of private equity in all its different senses, the routine of investees and how is the relationship between Private Equity Fund and Investee. In addition to that, the due diligence process is also explained as well as the private equity sector in Brazil and its regulation. Moreover, the distance between countries and how it affects business is presented followed by the concepts of institutional voids. For the inquiry proposed interviews were conducted in order to capture the perspective of International Private Equity Funds on the Brazilian market. Advent International, The Carlyle Group and Mercapital replied to the inquiries and provided the tools so a picture of the sector was developed. This sector has a range of challenges and opportunities and requires the International Fund to establish a local branch in order to really succeed in the market. The results of this project pointed out to the challenges the market presents and how International Private Funds are coming about it. There are definitely gaps that need to be fulfilled however the industry is going in the right direction. Revenues may change its nature in the next couple of years, however from the Private Equity Fund perspective Brazil has been a worthwhile investment. Nonetheless, it is important to question the vision also of the investee and institutional investor so one can have the entire picture of the sector. / O Mercado de Private Equity no Brasil tem se desenvolvido bastante nas últimas duas décadas e fundos internacionais têm penetrado a indústria desde então. A atuação destas empresas e como elas lidam com as deficiências institucionais brasileiras e todos as dimensões de distanciamento que encontramos entre os seus mercados de origem e o Mercado brasileiro são pesquisados neste trabalho. Qual são os principais desafios para estes atores no Mercado local de Private Equity e como a atuação dos mesmos se dá em solo brasileiro? O primeiro capitulo se direciona á revisão literária de publicações acerca de Private Equity nos países de origem dos fundos estrangeiros como Estados Unidos e Espanha, além do mercado Brasileiro de Private Equity. Além disso também se discorre á respeito do conceitos de Private Equity e suas diferentes perspectivas, a rotina das empresas investidas e como é regido o relacionamento estratégico entre o fundo de Private Equity e a empresa investida. Adicionalmente, o processo de diligencia também é abordado assim como a regulamentação da indústria no Brasil. Ademais, a distancia entre os países e como isso afeta o relacionamento de negócios e as deficiências institucionais também são apresentados. Adicionalmente, para o objetivo desta pesquisa foram conduzidas entrevistas de maneira á observar a perspectiva do mercado, em especial, dos fundos internacionais instalados no Brasil sobre o tema proposto. Advent International, The Carlyle Group e Mercapital foram entrevistados e suas respostas deram suporte para a criação de uma panorama do setor. A indústria de Private Equity possui uma gama de desafios e oportunidades e requer que os atores internacionais estabeleçam filiais no mercado local para que tenham sucesso. Os resultados deste projeto apontaram os principais desafios do mercado e de maneira os fundos internacionais estão lidando com os mesmos. Existem deficiências que necessitam de soluções entretanto a indústria está caminhando na direção correta. O perfil das receitas tende a mudar nos próximos anos, entretanto, de uma perspectiva dos fundos internacionais o Brasil tem sido um investimento que vale a pena. Todavia, é importante pesquisar a visão das empresas investidas e dos investidores institucionais para que se possa ter uma imagem completa do setor.

Made available in DSpace on 2016-08-02T21:42:52Z (GMT). No. of bitstreams: 1 Marco Antonio.pdf: 1023589 bytes, checksum: cc0f116e441f67641b5a13b39e467be2 (MD5) Previous issue date: 2008-08-19 / This work aims to present and develop the roll of on the strategic management of people within a vision that covers the inter-organizational relationships outside the old-fashioned boundaries that involve an organization. This study establishes both the importance and the systematic of the management on the HR activities shared with the external value chain by analyzing the practices carried out by the suppliers, competitors and costumers. This organizational area is named by the author as SRM Strategic Relationships Management. Based on a research carried out before 26 companies, grounded on a group of 5 axle-companies and its distributors, in which was used a research poll with a Likert scale and semi-structured personal interviews with managers and professionals in many areas as well as the static treatment of the data with SPSS program, pointing out the confirmation of the questions of the research regarding the SRM as a proposition for the expansion of the HR activities.The SRM includes a leadership proposal focusing in how one can and must deliver value for the organization, for the strategic partners, for the investors and specially for the clients in a sustainable and innovative way.(AU) / Este trabalho pretende apresentar e compreender o papel da gestão estratégica de pessoas, dentro de uma visão que contempla as relações interorganizacionais fora dos limites tradicionais de seu escopo nas empresas e expandidas além das dimensões formais e fronteiras que permeiam uma organização. Este estudo estabelece a importância e sistemáticas da gestão de atividades de RH, compartilhadas com a cadeia de valor externa, analisando-as nas práticas com os canais de distribuição junto aos clientes. Esta área organizacional é denominada pelo autor de GRE - Gestão das Relações Estratégicas. Baseando-se em uma pesquisa exploratória em 26 empresas, organizada a partir de cinco empresas nodais e seus canais de distribuição, utilizou-se a aplicação de um questionário de pesquisa com escala Likert e entrevistas pessoais semi-estruturadas junto aos gestores e profissionais de diversas áreas, bem como o tratamento estatístico dos dados com o programa SPSS, indicando a confirmação das questões de pesquisa relativas a GRE como sendo uma proposta de expansão das atividades do RH, focando em como se pode e devem entregar valor para a organização, para os aliados estratégicos, os investidores e fundamentalmente para os clientes.(AU)