A Evolução da Ambidestria Internacional nas Pequenas e Médias Empresas (PMES)

Moura, Graziela Breitenbauch de; Floriani, Dinorá Eliete

doi:10.21714/1984-6975faces2017v16n4art4553

Cited by 4 publications

(7 citation statements)

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“…Thus, it managed to make decisions that promoted the development of dynamic capabilities and indirect benefits, such as customer loyalty, impacting the value chain on the economic dimension. It was found that the capabilities of exploitation and exploration formed an international ambidexterity of the company's managers that was identified through routines and organizational processes and that created a sustainable value chain for the company (March, 1991; Moura and Floriani, 2017a, 2017b). The differentiated cooperation capability and the flexibility to deliver a personalized service have led Alpha to build renewable capabilities in its sustainable value chain.…”

Section: Analysis Of the Resultsmentioning

confidence: 99%

“…It was seen that the company develops the exploration capability more than the exploitation capability (Moura and Floriani, 2017a, 2017b). Contact with suppliers of the chain – producers, service providers, transportation, shipping agents and internal associates – enables it to visualize skills to be discovered, exploring new opportunities in the supply chain and developing the social dimension of the value chain.…”

Section: Analysis Of the Resultsmentioning

confidence: 99%

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Sustainable value chain management based on dynamic capabilities in small and medium-sized enterprises (SMEs)

Moura

Saroli

2020

IJLM

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PurposeThe aim of this research is to analyze sustainable value chain management based on dynamic capabilities in small and medium-sized enterprises (SMEs).Design/methodology/approachA qualitative methodology is used, through a multiple case study with three SMEs, to identify the conceptual relationship between the sustainable value chain and dynamic capabilities. Interviews are conducted with managers, and the data are analyzed through content analysis.FindingsIt is observed that breaking down barriers in processes is important for establishing the sustainable value chain, generating dynamic capabilities with the readaptation of activities.Research limitations/implicationsIt is recommended that studies be conducted in other sectors and in large companies, to identify new perspectives.Practical implicationsThe findings of this study demonstrate the constant processes of SMEs in response to legal, bureaucratic and logistical changes, in the generation of dynamic capabilities and sustainable value chain management, to achieve their customers' goals.Social implicationsThe research contributes to the literature on the management of dynamic capabilities in the value chain in Brazilian companies and to the supply chain field, particularly in relation to SMEs.Originality/valueThis research analyzes sustainable value chain management based on dynamic capabilities in Brazilian SMEs, gathering the managers' perceptions regarding changes in the external environment that influence adaptations and alignments, impacting on their businesses.

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Section: Analysis Of the Resultsmentioning

confidence: 99%

Section: Analysis Of the Resultsmentioning

confidence: 99%

Sustainable value chain management based on dynamic capabilities in small and medium-sized enterprises (SMEs)

Moura

Saroli

2020

IJLM

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“…When analyzed individually, the exploration and exploitation dimensions are neglected (Severgnini, Galdamez & Vieira, 2019). This empirical gap has encouraged Brazilian researchers and academics to investigate the effect of ambidexterity dimensions on organizational performance (Marques & Silveira-Martins, 2017;Moura & Floriani, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Guerra and Camargo (2021) suggest the need to develop new skills and organizational competencies, aiming to strengthen structures and mechanisms related to organizational ambidexterity and its dimensions, especially in environments of uncertainty. Internationalization has a positive effect on the organizational performance of small and medium-sized enterprises -SMEs (Moura & Floriani, 2017). Albuquerque Filho et al (2021) show that the effect of internationalization on the financial performance of Brazilian and European companies is enhanced when associated simultaneously with innovation activities.…”

Section: Introductionmentioning

confidence: 99%

Ambidexterity and organizational performance of Brazilian exporting companies

Guerra¹,

Souza²

2022

Internext

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Objective: To investigate the effect of exploration, exploitation, sales growth and profitability of exporting companies located in four Brazilian states. Method: Data were processed and analyzed based on multivariate statistical procedures and Structural Equation Modeling with 216 exporting companies located in four states of Brazil, an emerging economy country. Main Results: The findings reveal a positive and significant effect of the exploration and exploitation dimensions on sales growth and profitability in the sample of companies investigated. Relevance / Originality: The analyzed regions are considered important for the Brazilian economy because they have different characteristics in geographic position, an abundance of natural resources, export of products and diversity of human knowledge. Finally, a theoretical framework was developed that covers the theory of Resource-Based View (RBV), exploration, exploitation and organizational performance dimensions. Theoretical / Methodological Contributions: The proposition of a theoretical framework containing relational aspects of the dimensions of ambidexterity (exploration and exploitation) and organizational performance (sales growth and profitability) associated with the RBV theory can contribute to the theoretical improvement of administrative sciences. Social / Management Contributions: The analyzed sample showed low profitability is more prone to exploitaton capabilities. On the other hand, companies with high profitability showed a greater inclination towards exploration capabilities. Companies with low sales growth indicate a greater inclination towards exploration capabilities, despite the small difference between exploration and exploitation for a group of companies.

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“…A capacidade de exploitation refere-se à utilização de recursos tangíveis e intangíveis da instituição, ou de terceiros ligados à atividade principal do negócio (POPADIUK, 2015), assim como ao conhecimento agregado às tecnologias já existentes na empresa, assim como no domínio de seus produtos e estratégias de mercado (HE;WONG, 2004;MOURA;FLORIANI, 2017). Sua essência é o refinamento e a extensão de competências tecnológicas (MARCH, 1991), além do aperfeiçoamento do conhecimento, de recursos e resultados (VOGEL; GUTTEL, 2013).…”

Section: Introductionunclassified