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Previous issue date: 2017-12-20 / Uma caracter?stica proeminente da economia de hoje ? a mudan?a r?pida. Contudo, muitas
das ideias em estrat?gia v?m de uma ?poca em que as coisas eram mais est?veis, o que tem
contribu?do para que o pensamento permane?a enraizado em uma era de in?rcia e
estabilidade. Nesse contexto, McGrath (2013b) prop?e uma nova perspectiva que se baseia na
ideia da vantagem competitiva transit?ria, ou seja, envolve a ado??o de pr?ticas que se
adaptem a ambientes em que as vantagens v?m e v?o, assim como prop?e um novo manual da
estrat?gia, que permite que pr?ticas mais male?veis possam emergir. No entanto, apesar do
conceito de vantagem competitiva transit?ria ser um marco no novo cen?rio competitivo,
trata-se de uma teoria ainda em seus primeiros passos, assim como necessita de uma
abordagem pr?tica que facilite sua dissemina??o. Dessa forma, na medida em que ainda n?o
existem meios de se analisar essas ideias na pr?tica, tornando-as de fato uma contribui??o ?s
organiza??es, o presente estudo teve como objetivo propor um modelo para analisar a
conjuntura de empresas no contexto de vantagens competitivas transit?rias. Para isso, foi
realizada uma pesquisa explorat?ria, de car?ter aplicado, conduzido de acordo com a
abordagem qualitativa. Em termos operacionais, a pesquisa cumpriu as seguintes fases:
revis?o te?rica; elabora??o do modelo preliminar - submetido ? avalia??o por meio de pr?teste;
elabora??o do modelo final; e aplica??o pr?tica atrav?s de estudo de casos m?ltiplos.
Como resultado, foi elaborado e aplicado o Transient Competitive Advantage Model
(TCAM), modelo baseado nos elementos Reconfigura??o Cont?nua, Aloca??o de Recursos,
Lideran?a, Inova??o e Desligamento, que fundamentam a competi??o no cen?rio de vantagens
competitivas transit?rias. J? no que se refere aos casos, tem-se que o TCAM foi aplicado com
gestores de seis empresas que t?m a tecnologia como elemento central, e dos oito cen?rios
gerados por meio do TCAM foi poss?vel identificar quatro deles: ambiente desfavor?vel;
ambiente prop?cio, mas inexplorado; ambiente alerta, mas engessado; e ambiente consistente,
mas assistem?tico e reativo. De forma geral, esses resultados refletem realidades ainda
distantes da competi??o na era de vantagens transit?rias, apesar do contexto din?mico do qual
fazem parte. / A prominent feature of today's economy is the rapid change. However, many of the ideas in
strategy come from a time when things were more stable, which has contributed to the fact
that the thought remains rooted in an era of inertia and stability. In this context, McGrath
(2013b) proposes a new perspective that is based on the idea of transient competitive
advantage, that is, it involves the adoption of practices that adapt to environments in which
the advantages come and go, as well as proposes a new strategy playbook, which allows more
malleable practices to emerge. However, although the concept of transient competitive
advantage is a milestone in the new competitive landscape, it is a theory still in its first steps,
as well as needs a practical approach that facilitates its dissemination. Thus, to the extent that
there are still no means to analyze these ideas in practice, making them a contribution to
organizations, the present study aimed to propose a model to analyze the business
environment in the context of transient competitive advantages. For this, an exploratory
research was carried out, of applied character, conducted according to the qualitative
approach. In operational terms, the research accomplished the following phases: theoretical
revision; preparation of the preliminary model - submitted to the evaluation by pre-test;
elaboration of the final model; and practical application through multiple case studies. As a
result, the Transient Competitive Advantage Model (TCAM) was developed and applied
based on the elements Continuous Reconfiguration, Resource Allocation, Leadership,
Innovation and Disengagement, which underpin the competition in the scenario of transient
competitive advantages. Regarding the cases, the TCAM was applied with managers of six
companies that have the technology as a central element, and of the eight scenarios generated
through the TCAM it was possible to identify four of them: unfavorable environment;
environment conducive but unexplored; alert environment, but immobilized; and consistent
environment, but non-systematic and reactive environment. In general, these results reflect
realities still distant from competition in the era of transient advantages, despite the dynamic
context of which they are part.
| Identifer | oai:union.ndltd.org:IBICT/oai:repositorio.ufrn.br:123456789/24790 |
| Date | 20 December 2017 |
| Creators | Salgado, Camila Cristina Rodrigues |
| Contributors | 03934985491, Costa, Benny Kramer, 32851120425, Ferreira, Lissa Val?ria Fernandes, 39884490163, Sousa Neto, Manoel Veras de, 36566721487, Tacconi, Marli de F?tima Ferraz da Silva, 02608085717, Ara?jo, Afr?nio Galdino de |
| Publisher | PROGRAMA DE P?S-GRADUA??O EM ADMINISTRA??O, UFRN, Brasil |
| Source Sets | IBICT Brazilian ETDs |
| Language | Portuguese |
| Detected Language | English |
| Type | info:eu-repo/semantics/publishedVersion, info:eu-repo/semantics/doctoralThesis |
| Source | reponame:Repositório Institucional da UFRN, instname:Universidade Federal do Rio Grande do Norte, instacron:UFRN |
| Rights | info:eu-repo/semantics/openAccess |
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