The importance and the adaptation of internal resources as a competitive advantage for the internationalization of food companies

Abstract

Purpose The purpose of this paper is to analyze how Brazilian food companies in the State of São Paulo determine the importance of and the need to adapt their internal resources as a competitive advantage for internationalization. Design/methodology/approach From a resource-based view (RBV), 35 different factors grouped into four categories were identified and presented to 24 companies. The data were analyzed through a gray relational analysis to establish all factors’ order of importance. Findings Factors linked to human and organizational resources present greater adaptability and allow companies competitive and sustainable advantages but have not yet been explored thoroughly. Identifying and adapting internal resources do not guarantee achieving competitive and sustainable advantages, as the access to international market is also a consequence of commercial agreements developed by countries and economic blocks. Practical implications The analysis highlights the fragility of competitiveness among the companies analyzed in exporting products with commodity characteristics, with none or little differentiation. Such products are traded mainly through trading companies, which allow the access of the same market to internal competitors and other countries. Thus, any lapse promoted by the company may be enough for it to lose its competitiveness and, hence, market space. Originality/value This paper stands out in the field of strategic management, specifically in the research on RBV, exportation and competitiveness, by making use of the theory of gray correlation system in an innovative and original way.

The impact of human, social, and psychological capital on academic spin-off internationalization

“…According to the network theory of internationalization, companies immersed in a network of relationships have a competitive advantage which allows them to enter foreign markets more easily (Johanson and Mattson 1985;1988;Gajowiak 2013). Similarly, in the resource-based vision, which constitutes one of the most commonly used theoretical frameworks in internationalization research (Peng 2001;Mohr and Batsakis 2014;Kazlauskaitė et al 2015;Sánchez et al 2015;Pigatto et al 2019), the companies' possession of specific strategic resources has effects on the internationalization and speed of internationalization (Mohr and Batsakis 2014). Based on the resource-based view, the human, social, and psychological capital of the entrepreneur can be considered valuable resources that are rare assets and difficult to imitate, and, therefore, a source of sustainable competitive advantage (Luthans et al 2004;Luthans et al 2007a).…”

Recursos Estratégicos da Cadeia Produtiva da Carne Bovina Brasileira Voltada à Exportação e Vantagem Competitiva Sustentável

“…Como exemplos podem ser citadas as relações interpessoais entre gerentes de uma firma, a cultura da firma e a reputação da firma entre fornecedores e clientes (Barney, 1991). O conhecimento que funcionários acumulam ao longo do tempo e por meio das transações sobre os mercados e os clientes a partir do contato frequente pode ser identificado como uma característica de dependência de caminho e complexidade social, pois não pode ser simplesmente comprado ou vendido (Pigatto et al, 2019). Barney (1995) considera que as firmas podem ser capazes de substituir alguns recursos por outros.…”

“…É imperfeitamente imitável devido às condições históricas, pois demandam tempo para serem concretizados, e também socialmente complexos devido às diversas relações sociais envolvidas. Esses aspectos dos recursos humanos foram apontados por Pigatto et al (2019), em que o conhecimento acumulado ao longo do tempo e a experiência adquirida nas transações estão relacionados a condições históricas únicas e complexidade social.…”

The influence of entrepreneurial orientation and financial performance on sustainable business in MSMEs

“…Competitive advantage is expected to make MSMEs improve their performance, because the performance of MSMEs themselves needs to get good support from inside and outside parties. Internal parties include capital, human resources, and technology adaptation (Pigatto et al, 2019).…”