The emergence of the dynamic capabilities view has essentially extended the resource-based view, while also providing an integrated framework for an understanding of how firms evolve and how they secure competitive advantage in rapidly changing environments. While much research into dynamic capabilities has been developed in the theoretical and qualitative arenas, there has of yet been limited empirical support for its core assumptions. Such a limitation, authors have noted, may be due to its equivocal framework and the lack of a model with specified antecedents. This research conducts both conceptual and empirical works to address this gap. The primary goal of the research is to clarify the conceptual structure of dynamic capabilities, while also investigating potential micro-foundations of dynamic capabilities and their influences on firm performance. These micro-foundations, as the research traces back to the origins of dynamic capability from much firm capability and strategic management literature, could potentially include innovation, processual formalisation, social integration platforms (i.e. employee training and education) and the application of information technology. Alternatively, the research also looks into a possible extension of the dynamic capabilities view by extending inter-firm activities. In this part, the exploratory focus is on the relationship between a firm’s intended actions and its employment of alliance portfolios for capability and resource development. Using a subsample in the Australian manufacturing SME sector (from the Business Longitudinal Survey), the research finds a significant mediating effect of market transformation on the inter-relationships within the nexus of dynamic capabilities and firm performance. The empirical evidence of the research suggests that a firm’s dynamic capabilities are able to be viewed as a driver of competitive performance of firms insofar as they become evident in marketplaces. In other words, a firm’s development of dynamic capabilities confers upon the firm an adaptive capability in response to, or indeed perceiving, market dynamics, which in turn leads to superior performance. For the issue of inter-firm capability development, the research also finds that a firm’s capability development is indeed able to be achieved through some potential inter-firm specific activities. The empirical findings suggest that, for a purpose of capability development, alliance portfolios employed by a firm are able to be viewed as an approach to filling its resource stock or exploiting a perceived opportunity in its operational and strategic environments. In addition to the provision of empirical evidence, the research also extends the discussion of capability development by utilising a contextual case discussion in Taiwan’s ICT industry. Comparing strategy adoptions between OBM and OEM/ODM from Taiwan’s ICT businesses, the research reveals that many firms’ long-term and successful path dependencies that are absent the mediating arrangements discussed above may in fact form an obstacle to financial performance and growth into new business locales. / http://proxy.library.adelaide.edu.au/login?url= http://library.adelaide.edu.au/cgi-bin/Pwebrecon.cgi?BBID=1522593 / Thesis (Ph.D.) -- University of Adelaide, Business School, 2010

Submitted by Renata Lopes (renatasil82@gmail.com) on 2018-08-06T11:16:46Z No. of bitstreams: 1 claricebreviglieriporto.pdf: 6344933 bytes, checksum: da5f358d5bfa14a39f003088a9bedc33 (MD5) / Approved for entry into archive by Adriana Oliveira (adriana.oliveira@ufjf.edu.br) on 2018-08-06T11:17:49Z (GMT) No. of bitstreams: 1 claricebreviglieriporto.pdf: 6344933 bytes, checksum: da5f358d5bfa14a39f003088a9bedc33 (MD5) / Made available in DSpace on 2018-08-06T11:17:49Z (GMT). No. of bitstreams: 1 claricebreviglieriporto.pdf: 6344933 bytes, checksum: da5f358d5bfa14a39f003088a9bedc33 (MD5) Previous issue date: 2016-12-13 / PROQUALI (UFJF) / As incertezas no mercado atual provenientes das turbulências ambientais e das relações altamente complexas e globalizadas levam as empresas multinacionais a estabelecerem múltiplas alianças para sustentar sua vantagem competitiva. Essas múltiplas alianças se constituem em redes ou portfólios de alianças. Simultaneamente, surge como imperativo a capacidade de inovar para assegurar um melhor diferencial competitivo, levando as empresas a adotar estratégias orientadas à inovação. A indústria automobilística mundial é caracterizada por grandes avanços tecnológicos e representa muito bem as novas formas de relacionamento e operação entre empresas respondentes de uma mesma rede de relacionamentos, inclusive alianças. A gestão da cadeia de fornecedores por meio desses novos arranjos organizacionais é representativa de inovações no setor onde as empresas buscam maior competitividade. As montadoras, empresas multinacionais, dependem do conhecimento dos seus parceiros para desenvolver e entregar produtos inovadores aos consumidores, sendo necessário então, compartilhar informações, recursos, produtos e serviços em todo o portfólio/redes de alianças. Para que esse fluxo ocorra da melhor forma é necessário que a empresa desenvolva a estrutura de governança e a capacidade de aprendizagem. As multinacionais da indústria automobilística são empresas globais, que atuam em diferentes países e estão sujeitas a diferentes pressões institucionais. Para manter sua vantagem competitiva, as empresas precisam compreender e seguir as normas locais, identificando os mecanismos institucionais. Por ser um setor constituído por portfólios de alianças a indústria automobilística possui uma forte cadeia econômica que tem impacto sobre o sistema econômico e social do país, tornando-se responsável por um grande número de empregos, arrecadação tributária e aquecimento do mercado de crédito. A partir desse cenário o objetivo final da pesquisa desenvolvida é: Propor um arcabouço analítico que possa auxiliar os executivos de empresas multinacionais em países emergentes, do setor automobilístico, orientadas estrategicamente à inovação, na análise e no gerenciamento dos seus portfólios de alianças com vistas a contribuir para o desempenho em inovação, considerando suas especificidades institucionais. Para atingir o objetivo foi realizada uma revisão da literatura abrangendo as principais teorias relacionadas ao tema: a teoria das redes, a institucional e a dos portfólios de aliança procurando verificar o impacto dessas no desempenho em inovação das empresas multinacionais. O arcabouço proposto é uma variação do modelo SNA – IF de Macedo-Soares (2015) onde foram acrescentados indicadores relativos ao contexto institucional e específicos ao caso de empresas multinacionais do setor automobilístico em países emergentes. O método adotado foi do estudo de caso múltiplo, envolvendo duas montadoras multinacionais instaladas no Brasil. Para a escolha das montadoras foi feita uma análise dos grupos estratégicos, utilizando a análise de fator, onde se identificou três grupos distintos. Para o estudo de caso foi escolhido uma empresa de cada um dos dois grupos mais relevantes. Utilizando-se de múltiplas fontes de evidências, como a análise documental e a análise dos questionários estruturados, se consolidou o arcabouço SNA – IF_Institution Version. Os resultados da pesquisa empírica comprovaram a adequação da aplicação do arcabouço SNA – IF_Institution Version no sentido de prover elementos que possam auxiliar os executivos das empresas do setor automobilísticos na análise e no gerenciamento dos seus portfólios de alianças com vistas a contribuir para o desempenho em inovação, face suas especificidades institucionais. / The uncertainties in the current market stemming from environmental turbulences and highly globalized and complex relations make multinational companies establish multiple alliances to support their competitive advantage. These multiple alliances are made up of networks or alliances. Simultaneously, the capacity to innovate becomes imperative, so as to assure a competitive differential, enabling companies to adopt innovation-oriented strategies. The world auto industry is characterized by great technological advances and successfully represents the new ways of relationship and operation between companies taking part in the same relationship network, including alliances. The management of the supply chain through these new organizational arrangements is representative of innovations in the sector where companies seek more competitiveness. The car companies, which are multinationals, depend on the expertise of their partners to develop and deliver innovative products to consumers, thus rendering it necessary to share information, resources, products and services in the entire portfolio/alliance network. In order for this flow to happen in the best way possible, it is necessary that the company develop the structure for governance and the capacity to learn. Multinationals of the auto industry are global companies, which are present in several different countries and are subject to different institutional pressures. So as to keep their competitive advantage, companies must comprehend and follow the local norms, identifying institutional mechanisms. Since it is a sector made up of alliance portfolios, the industry has a strong economic chain that has impact on the social and economic systems of the country, becoming responsible for a large number of jobs, tax collection and the strengthening of the credit market.From this scenario, the final objective of the research developed is: To propose an analytical framework which can help executives from multinational companies in emerging countries, from the auto sector, strategically guided to innovation, to analyse and to manage their alliance portfolios aiming to contribute for the performance in innovation, considering their institutional specificities. To reach such goal, a literary review encompassing the main theories related to the theme was conducted: The theories of networks, the institutional and that of alliance portfolios aiming to verify their impact on the innovation performance of multinational companies.The proposed framework is a variation of the SNA-IF model from Macedo-Soares (2015) to which we added indicators related with the institutional context and specific to the case of multinational companies from the auto industry in emerging countries. The adopted method was the multiple case study, involving two international car companies with factories in Brazil. To choose them, an analysis of the strategic groups was carried out, using the factor analysis, in which three groups were identified. For the case study, one company from each of the two more relevant groups was chosen. Using multiple sources of evidence, such as documental analysis and an examination of structured questionnaires, the SNA-IF_Institution Version framework was consolidated. The results from the empirical research prove the adequacy of applying the SNA-IF_Institution Version framework in order to provide elements that can help executives from the auto industry to analyze and manage their portfolios of alliances so as to contribute to the innovation performance, in face of their institutional specificities.

Les carteres d'aliances importen? Com afecten els recursos als quals les empreses accedeixen per diverses aliances estratègiques simultànies amb socis diferents a la creació de valor i a l'apropiació de valor? Les carteres d'aliances expliquen l'heterogeneïtat entre empreses respecte del valor que capten quan entren en noves aliances estratègiques? Aquesta tesi doctoral es basa en la teoria dels recursos i en la bibliografia sobre el comportament estratègic i les dinàmiques competitives, i presenta un model teòric que es refereix a la creació de valor i l'apropiació en empreses que accedeixen a recursos a través de diverses aliances simultànies amb socis diferents. El model mostra que la creació de valor en les carteres d'aliances és una funció del valor creat per combinacions sinergètiques de recursos que impliquen recursos als quals tenen accés diferents socis, com també del valor destruït a causa de la incompatibilitat entre la combinació de recursos d'una empresa focal i els recursos dels seus socis. Sobre la base d'aquest model teòric, s'han desenvolupat diverses hipòtesis en un ambient marginal en què una empresa connectada multilateralment afegeix una nova aliança estratègica a la seva cartera d'aliances. Per comprovar aquestes hipòtesis, s'ha emprat la metodologia de l'event study i s'han utilitzat dades de la indústria de els línies aèries globals sobre acords de code share subscrits entre 1994 i 1998. Els resultats mostren que el mercat recompensa les empreses que formen aliances amb socis que tenen recursos complementaris i poden aportar recursos que no només es poden combinar amb els recursos propis de l'empresa sinó també amb els relacionals i que també són compatibles amb els dels socis que formen l'aliança. D'altra banda, els resultats també mostren que el mercat penalitza les empreses que formen aliances que aporten recursos incompatibles amb les carteres d'aliances, atès que creen un conflicte competitiu amb alguns dels socis existents. Els resultats de la part empírica d'aquesta anàlisi abonen la tesis que les carteres d'aliances afecten els resultats de les empreses que entren en aliances estratègiques. Aquest estudi conclou que els recursos als quals es té accés per mitjà d'aliances entre empreses s'han d'avaluar no tan sols per les seves característiques pròpies y diàdiques sinó també en el context de les carteres d'aliances. / ¿Importan los portafolios de alianzas? ¿Cómo afectan los recursos a los que acceden las empresas por varias alianzas estratégicas simultáneas con socios diferentes a la creación de valor y a la apropiación de valor? Los portafolios de alianzas ¿explican la heterogeneidad entre empresas con respecto al valor que captan cuando entran en nuevas alianzas estratégicas? Esta tesis doctoral se basa en la teoría de los recursos y en la bibliografía sobre el comportamiento estratégico y las dinámicas competitivas, y presenta un modelo teórico que se refiere a la creación de valor y apropiación en empresas que acceden a recursos a través de varias alianzas simultáneas con socios diferentes. El modelo muestra que la creación de valor mediante un portafolio de alianzas es una función del valor creado por combinaciones sinergéticas de recursos que implican recursos a los cuales acceden diferentes socios, así como del valor destruido a causa de la incompatibilidad entre la combinación de recursos de una impresa focal y los recursos de sus socios. Sobre la base de este modelo teórico, se han desarrollado varias hipótesis en un ambiente marginal en el que una empresa conectada multilateralmente añade una nueva alianza estratégica a su cartera de alianzas. Para comprobar estas hipótesis se ha empleado la metodología del event study, y se han utilizado datos de la industria global de las aerolíneas sobre acuerdos de code share suscritos entre 1994 y 1998. Los resultados muestran que el mercado recompensa a las empresas que forman alianzas con socios que tienen recursos complementarios y pueden aportar recursos que no sólo pueden combinarse con los recursos propios de la empresa sino también con los relacionales y que también son compatibles con los de los socios que forman la alianza. Por otra parte, los resultados también muestran que el mercado penaliza a las empresas que forman alianzas que aportan recursos que son incompatibles con los portafolios de alianzas, en el sentido de que crean un conflicto competitivo con algunos de los socios existentes. Los resultados de la parte empírica de este análisis abonan la tesis de que los portafolios de alianzas afectan a los resultados de empresas que entran en alianzas estratégicas. Este estudio concluye que los recursos a los que se accede a través de las alianzas entre empresas han de evaluarse no sólo por sus características propias y diádicas sino también en el contexto de los portafolios de alianzas. / Do alliance portfolios matter? How do resources accessed from multiple simultaneous strategic alliances with different partners affect value creation and value appropriation? Do alliance portfolios explain heterogeneity across firms with respect to the value that they derive from entering into new strategic alliances? This dissertation builds on insights from the resource-based view of the firm and the strategic behaviour and competitive dynamics literature and advances a theoretical model that addresses value creation and appropriation in firms that access resources through multiple simultaneous inter-firm alliances with different partners. The model illustrates that value creation on the alliance portfolio level is a function of the value created from synergistic resource combinations involving resources accessed from different partners as well the value destroyed by incompatibilities between a focal firm's resource combinations and those deployed by its partners. Based on this theoretical model, empirically testable hypotheses are developed in a marginal setting, in which a multilaterally connected firm adds one new strategic alliance to its alliance portfolio. The hypotheses are tested using an event study method approach and data from the global airline industry on code share agreements formed between 1994 and 1998. The results show that the market on one side rewards firms entering into strategic alliances with partners that possess complementary resources and that contribute resources that cannot only be combined with firms' own but also existing relational resources and that are compatible with the firms' alliance portfolios. On the other side, results show that the market penalizes firms entering into alliances that contribute resources that are alliance portfolio incompatible in the sense that they create a competitive conflict with some of the existing alliance partners. The findings of the empirical part of this dissertation support the view that alliance portfolios affect the performance of firms entering into strategic alliances. This study concludes that resources accessed through inter-firm alliances should not only be evaluated on their standalone and dyadic attributes but also in the context of alliance portfolios.