Estruturas de governança em arranjos produtivos locais: um estudo comparativo nos arranjos calçadistas e sucroalcooleiro no estado de São Paulo

Neto, Mário Sacomano; Paulillo, Luiz Fernando

doi:10.1590/s0034-76122012000400011

Cited by 15 publications

(6 citation statements)

References 14 publications

(10 reference statements)

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“…They are marked by intensive relationships between a large number of agents where none of these agents is dominant. This definition is shared by Sacomano & Paulillo (2012), among the types of governance highlighted by the authors. The type of structure that all groups do not have, is characterized by the absence of a leading company.…”

Section: Business Network Governance and Managementmentioning

confidence: 99%

Small business networks in the field of organic farming: strategies and management tools

2020

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Business cooperation networks are based on specific parameters: common goal, competitive earnings, interaction among partners and management. Networks of farmers focused on organic production are growing due to the increasing demand. The objective of this research is to propose a framework of organizational strategies and management and governance tools for networks of small businesses operating in the field of organic farming. The methodology adopts a qualitative approach and it is comprised by a conceptual and theoretical review as well as two case studies. The proposed framework shows organizational strategies and management tools- that are crucial for the networks to thrive. Management instruments include, strategic, integration, contractual and decision-making instruments. Global strategies correspond to strategies regarding competitiveness, strategies regarding the product/market and strategies regarding the use of means. The value chain activities comprise the functional strategies. Results revealed significant particularities and common aspects of the organizational strategies and management tools.

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Section: Business Network Governance and Managementmentioning

confidence: 99%

Small business networks in the field of organic farming: strategies and management tools

2020

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“…Para tanto, a gestão coletiva que consegue criar sinergia entre as empresas e as instituições sociais e políticas e promover a difusão do conhecimento e ganhos coletivos e, relações de poder justamente organizadas e orientadas pelo coletivo proporcionam possibilidades reais de se alcançar tais objetivos (SACOMANO NETO; DE ORIANI, 2012).…”

Section: O Envolvimento Dos Atores Para a Inovação E Governança Do Clusterunclassified

Estamparia Na Moda Praia: Valorizando a Identidade Brasileira

Santos¹

2019

Na Estante Da Moda 2

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“…2014). As power networks, the LPCs […] were built with more or less powerful actors that influenced the coordination of the arrangement and also the articulation among companies in a given territory (Sacomano & Paulillo, 2012, p. 1133.…”

Section: Introductionmentioning

confidence: 99%

Metamorphoses in Jaú’s women’s footwear product cluster: from dense to loose-knit network

2019

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This study analyzed the changes in the structure of the political network of the footwear Local Productive Cluster (LPC) of Jaú, São Paulo in the period from 1996 to 2016. Network theory was used as theoretical basis because it has gained space in organizational studies in the last decades, besides providing explanations for various phenomena, especially to the study of productive arrangements. The sample involved 90 actors divided into three periods: 1996-2001, 2002-2010 and 2011-2016. For construction of the networks, the software Ucinet and Gephi were used. In addition to a contextual analysis, the ARS metrics (centrality, density, geodesic distance and subgroups) made it possible to identify the interactions among the actors. The results identified structural changes in the network. The number of actors that increased from 29 in the first period to 70 actors in the second period (+141%) and reduced to 39 in the following period (-44%). As for density, it was identified a dense network in the period 1996/2001 and later a diffuse network and pulverized access of information and resources in the periods 2002/2010 and 2011/2016. The central actors were Sindicalçados, Sebrae and directors of the employers' union. The participation of Sebrae and other entities influenced the creation of bonds and provided economic gains to the companies of Jaú, especially in the period 2002/2009, since the entities and the partnerships signed, not only sought the articulation of the entrepreneurs, they often became the protagonists of the changes. However, the decrease in Sebrae's shares as of 2010, has potentiated the reduction of economic indicators such as the number of companies and jobs, when compared to other shoe producing regions in Brazil.

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Estruturas de governança em arranjos produtivos locais: um estudo comparativo nos arranjos calçadistas e sucroalcooleiro no estado de São Paulo

Cited by 15 publications

References 14 publications

Small business networks in the field of organic farming: strategies and management tools

Small business networks in the field of organic farming: strategies and management tools

Estamparia Na Moda Praia: Valorizando a Identidade Brasileira

Metamorphoses in Jaú’s women’s footwear product cluster: from dense to loose-knit network

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