Relações de poder e mudanças pós-aquisição internacional na rede de relacionamentos da adquirida

Abstract

Embasados na perspectiva de redes industriais e na literatura de canais de distribuição, neste artigo analisamos poder e mudanças pós-aquisição internacional, ocorridas nos relacionamentos da adquirida com fornecedores e compradores. Especificamente, investigamos se e como a variável poder influencia mudanças pós-aquisição internacional na rede de relacionamentos da adquirida. Para tanto, desenvolvemos um estudo de caso, com base em entrevistas semiestruturadas com representantes da adquirente, adquirida, fornecedores e compradores. Os principais resultados apontam que a aquisição ocasionou mudanças em práticas organizacionais de caráter econômico e não econômico, nos relacionamentos da adquirida com fornecedores e compradores. Além disso, revelam que a adquirente utilizou fontes de poder coercitivas e/ou não coercitivas para introduzir tais mudanças. A utilização dessas fontes, por sua vez, esteve atrelada ao grau de dependência dos fornecedores e compradores em relação à adquirente. Baeados nesses resultados, desenvolvemos novo modelo de pesquisa, com cinco novas hipóteses de pesquisa para testes empíricos futuros.

The non-economic dimension of changes prompted by cross-border acquisitions: a relational view

“…On top of it, this type and direction of change was considered the most important post-acquisition change. Interestingly enough, this finding has not been reported in the literature on M&A at the network level (Havila & Salmi, 2000, even in those empirical studies that place particular emphasis on types of managerial changes that follow M&A (Degbey & Pelto, 2013;Esper et al, 2010;Freitas et al, 2008). As this piece of research is, to our knowledge, the first to delve into the non-economic dimension of post-acquisition changes in acquired firm relationships, we present preliminary evidence that professionalism is a typical noneconomic post-acquisition change beyond the dyad.…”

“…As the degree of dependence assumes the role of the dependent variable, here it is suggested that it is a type of change that follows M&A. In this sense, it takes on the role of neither the mediating (Rezende & Duarte, 2004) nor the moderating (Esper et al, 2010;Oberg et al, 2011) variable in M&A at the network level. Based on this, we recommend that future empirical studies should contrast these views in order to shed more light on the role of the degree of dependence in the non-economic dimension of post-acquisition changes in the relationships of the acquired firm.…”

“…By adopting a different, yet complementary viewpoint, Forsgren and Olsson (1992), Esper et al (2010) and Rezende and Duarte (2004) introduce a political view to explain post-acquisition changes at the network level. In doing so, they underscore the degree of dependence between actors and how it changes after M&A.…”

“…Accordingly, the acquired firm's potential and/or exercised power is affected by M&A and this, in turn, influences the introduction of new management practices such as marketing and production into acquired firm relationships. Esper et al (2010) propose an alternative view by hypothesizing that the degree of dependence is the moderating variable. Based on Emerson (1962) and Cook (1977), their model suggests that M&A trigger economic and non-economic changes, this causal relationship being contingent on the degree of dependence between the dyad and buyers and suppliers.…”