Vantagens proporcionadas às pequenas e médias empresas por meio da união em redes de cooperação no contexto do venture capital

Magalhães, Juliano Machado de; Daudt, Cláudio Gustavo; Phonlor, Patrícia Ross

doi:10.1590/s1415-65552009000400005

Cited by 12 publications

(9 citation statements)

References 15 publications

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“…Interorganizational agreements and cooperative business networks became a necessary strategy for companies facing a competitive disadvantage (Lazzarini, 2007(Lazzarini, , 2008. While large companies relied on such strategies as partnerships and alliances (Balbinot & Marques, 2009), small and medium firms adopted collaborative agreements such as small-firm networks as a way to overcome common problems (Andrade & Hoffmann, 2010;Castro, Bulgacov, & Hoffmann, 2011;Magalhães, Daudt, & Phonlor, 2009). Small-Firm Networks (SFNs) are long-term collaborative agreements through which firms establish joint strategies, structures and a form of relationship governance to achieve common goals and generate competitive advantages (Dean, Holmes, & Smith, 1997;Jarillo, 1993;Kilduff & Tsai, 2003;Provan & Kenis, 2007).…”

Section: Introductionmentioning

confidence: 99%

The life cycle of small-firm networks: an evaluation of Brazilian business networks

Wegner

Alievi

Begnis

2015

BAR, Braz. Adm. Rev.

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Interorganizational agreements and cooperative business networks became an important strategy for companies facing competitive disadvantages. Specially small and medium firms adopted collaborative network models as a way to overcome common problems. Over 1,000 small-firm networks (SFNs) are estimated to have been created in Brazil since the year 2000. This study aimed to propose a SFNs life cycle model, applying it to a sample of twenty-eight SFNs established in two regions of southern Brazil. The results revealed that 68% of the analyzed SFNs are declining or no longer in business. Among the active business networks, 21% remain at the development stage, and only 11% have achieved consolidation. Most SFNs analyzed fell into a stage of decline early on in the life cycle, incapable of reaching Consolidation. Although results are restricted to the analyzed sample, our study highlights that major managerial efforts are necessary to reach the consolidation stage due to network complexity and expectations of network members. We conclude the paper by presenting subsidies for public policy makers and strategies that SFNs may adopt to reach the status of consolidated networks.

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Section: Introductionmentioning

confidence: 99%

The life cycle of small-firm networks: an evaluation of Brazilian business networks

Wegner

Alievi

Begnis

2015

BAR, Braz. Adm. Rev.

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“…Through horizontal network configurations, SMEs gain strategic advantages, such as better greater information and knowledge exchanges between enterprises, greater participation in product sales at fairs, lobbying, improvements to business processes, price negotiations with suppliers, joint marketing (Machado de Magalhães et al, 2009), sustainability (Barcellos et al, 2012), reducing market power differences, cuts in transaction costs and acting as a platform to overcome the barrier of limited resources to comply with global rules competition (Balestrin & Vargas, 2004;Machado Padilha, et al, 2012;FAO, 2015a).…”

Section: Smes' Development In Cooperative Structuresmentioning

confidence: 99%

Evaluating management practices in horizontal cooperation SMEs networks: the Ecuadorian context

et al. 2019

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Small- and medium-sized enterprises (SMEs) play an important role in the economic growth of a country and of a sector. They seek to be incorporated into permanent productivity and competitiveness dynamics through a cooperation strategy. This article evaluated the application of management practices to horizontal SMEs networks of the dairy sector in Ecuador by following the constructivist methodology. The literature review and exploratory research indicated an understanding of cooperative work in the networks or Milk Collection Centers (MCCs) and identified the need to evaluate performance when applying management practices as an unavoidable element to enhance their operation and development. The construction phase took as reference a model for the evaluation of management practices in cooperation networks and contextualized it to the Ecuadorian environment. In the evaluation phase, three networks were evaluated, from which results and conclusions were obtained. The developed model identified six criteria with which the evaluations of MCCs were made, whose analysis allowed their performance level to be quantified and a proposal of some specific improvement opportunities for this sector and a group of SMEs.

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“…01-16, jul./dez. 2015 dades interligadas entre organizações, a fim de obter a integração sinérgica de recursos, competências e habilidades de vários parceiros (conhecimentos, informações, tecnologias, recursos financeiros e humanos), visando alcançar benefícios para os envolvidos na relação (CÂNDIDO, 2002;2004;MAGALHÃES;DAUDT;PHON-LOR, 2009;MAZZATO;GOLO, 2011;SCHER-MERHORN, 1975;VINHAS;BECKER, 2006;WINCKLER;MOLINARI, 2011).…”

Section: Cooperação Interorganizacionalunclassified

Internacionalização E Cooperação: Imperativos Para Os Pequenos E Médios Negócios

Andrade

Olave

2016

Revista De Gestão E Organizações Cooperativas

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Internacionalização e cooperação: Imperativos para os pequenos e médios negóciosInternationalization and cooperation: mandatory for small and medium business Resumo A atuação no mercado externo é uma estratégia que vem sendo adotada pelas organizações como forma de alavancar ganhos competitivos. No entanto, as pequenas e médias empresas, em virtude de limitações de ordem técnica e gerencial, apresentam dificuldades para envolver-se em operações internacionais. Para mitigar esta situação, indica-se a cooperação interorganizacional. Neste sentido o presente artigo apresenta o objetivo geral de analisar como a cooperação viabiliza a internacionalização de pequenas e médias empresas do setor de bebidas do Estado de Sergipe. Para alcançar este objetivo foi realizado um estudo qualitativo, por meio do método de pesquisa Estudo de Caso, envolvendo três indústrias do setor de bebidas. Os resultados do estudo revelaram que por meio da cooperação as empresas pesquisadas aglutinaram diversos benefícios, tais como: redução de custos, acesso a novos mercados e obtenção de recursos produtivos e financeiros, os quais possibilitam atuar no mercado internacional. Palavras chave: Cooperação, Internacionalização, Pequenas e médias empresas. AbstractThe cooperative is seen as a major instrument for promoting economic and social development. For the cooperative to reach this stage, participation of the members is needed, mainly in the assemblies, which are the most representative organ of the organization. Thereby, this study hypothesized that the non-participation in meetings is due to lack of interest and lack of time from the cooperative medical branch. The methodologies used to verify this hypothesis were: document analysis, literature review and field research, by semi-structured interviews, which demonstrated a very low participation in the meetings of the last six years. We could conclude that the cooperative must have internal mechanisms of participation, mutual trust and voluntarism in actions, besides the adoption of an appropriate model of participation, low cost and highly representative.

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Vantagens proporcionadas às pequenas e médias empresas por meio da união em redes de cooperação no contexto do venture capital

Cited by 12 publications

References 15 publications

The life cycle of small-firm networks: an evaluation of Brazilian business networks

The life cycle of small-firm networks: an evaluation of Brazilian business networks

Evaluating management practices in horizontal cooperation SMEs networks: the Ecuadorian context

Internacionalização E Cooperação: Imperativos Para Os Pequenos E Médios Negócios

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