Internacionalização e Transferência de Conhecimento

Transcrição

1 Internacionalização e Transferência de Conhecimento Moacir de Miranda Oliveira Jr., FEA-USP e FIA V Simpósio/VII Congresso de Administração da ESPM São Paulo, Outubro de 2010

2 Moacir de Miranda Oliveira Junior Doutor e mestre em Administração pela FEA-USP. Pesquisador visitante da University of Cambridge Judge Business School. Formação em Educação Executiva na Harvard Business School. Professor da FEA-USP e Coordenador de Projetos da FIA. Atuou como professor da FGV-EAESP e da Fundação Dom Cabral. Consultor de empresas e palestrante em empresas e eventos de negócios. Atuou como consultor e coordenador de projetos na Coopers & Lybrand, GVConsult e GVPEC e Fundação Dom Cabral. Co-autor dos livros Multinacionais Brasileiras (2010), Estratégia e Inovação em Corporações Multinacionais (2008) e Gestão Estratégica do Conhecimento (2001). Autor de diversos artigos acadêmicos e executivos, publicados nos principais jornais e revistas do país e em conferências nacionais e internacionais. Especialidades: Gestão Estratégica; Gestão Internacional e Gestão da Inovação e do Conhecimento. mirandaoliveira@usp.br

3 Multinacionais Brasileiras Esta obra apresenta casos de sucesso de multinacionais brasileiras, resultados de pesquisas quantitativas e a teoria que visa ajudar os empresários brasileiros a enfrentar de forma qualificada os desafios da atuação em mercados internacionais. (Oliveira Jr., 2010)

4 A Transformação das Subsidiárias Brasileiras Em relação às atividades de P&D os resultados estão claramente em conflito com algumas crenças...a maioria da amostra de subsidiárias brasileiras pesquisadas desenvolve, sim, novos produtos, seja para o mercado local, seja para o mercado internacional (Oliveira Jr., Boehe, Borini, 2009:introdução)

5 A MUDANÇA DE CONTEXTO PROVOCADA PELO CRESCIMENTO DOS MERCADOS EMERGENTES

6 PIB e Nível Relativo da Renda Per Capita Tendem a Divergir

7 US $ Milhões Fluxos de Investimentos Direto no Brasil EVOLUÇÃO DOS FLUXOS DE INVESTIMENTO DIRETO : OFDI ultrapassa IFDI pela primeira vez na história recente IDE do Brasil (OFDI) IDE para o Brasil (IFDI) Fonte: UNCTAD e Banco Central

8 * Participação dos Países Emergentes no PIB mundial ( ) PARTICIPACAO NO PIB MUNDIAL (PESO) - ECONOMIAS EMERGENTES FONTE FMI 44,0 43,5 42,5 42,3 41,0 41,2 39,5 39,3 38,0 37,7 36,6 36,5 36,7 36,2 36,0 36,8 36,7 35,0 35,8 SOURCE: FMI - Except: Africa and Middle Orient. South Africa included *PRELIMINAR

9 * Participação dos Países Desenvolvidos no PIB mundial PARTICIPACAO NO PIB MUNDIAL (PESO) - ECONOMIAS avançados FONTE FMI ( ) 65,0 63,4 63,0 63,3 63,8 64,2 64,2 63,2 63,3 62,3 61,0 60,7 59,0 58,8 57,7 57,0 56,5 55,0 SOURCE: Based on FMI *PRELIMINAR

10 Participação dos Emergentes e Países desenvolvidos no PIB mundial ( ) SOURCE: Based on FMI *PRELIMINAR

11 BRiCs: realidade ou ficção?

12 O Mundo é Plano (!?) Ghemawat, 2007

13 CLOSED INNOVATION INOVAÇÃO FECHADA Fonte: Site Allagi

14 OPEN INNOVATION INOVAÇÃO ABERTA

15 Internacionalização de P&D ACIONADO PELO MERCADO GLOBAL Desenvolvimento Pesquisa Von Zedtwitz; Gassmann, 2002

16 Decisão corporativa Outsource Insource Offshoring Decisão de localização Onshore Offshore Subsidiárias / Divisões Estabelecer subsidiárias (FDI) Fornecedores domésticos Contratar fornecedores estrangeiros

17 Offshoring de P&D - efeitos na cadeia de valores Logística Entrante Operações Logística Sainte Marketing Vendas Serviços Fragmentação, modularização Design Planejamento do produto Revisão do design Protótipo Produção piloto Testes Produção em massa Gião, Oliveira Júnior e Vasconcellos (2008)

18 Offshoring de P&D Offshoring of services Call center, Back - office Technical support Legal and finance services Software, engineering, product design R&D Service complexity Gião, Oliveira Júnior e Vasconcellos (2008)

19 Questões O Mundo é Plano (!?) Inovações: centro-periferia; periferia-centro; ambos Fluxo de conhecimento: direção e sentido Cadeia de valores: reconfiguração global Competências essenciais: o que é essencial

20 Gestão e Transferência de Conhecimento em Multinacionais Brasileiras

21 Visão da Empresa Baseada no Conhecimento A pedra angular desta abordagem evolutiva é o tratamento da empresa como uma comunidade social, cujo conhecimento produtivo define uma vantagem comparativa. Ref. KOGUT B. & ZANDER U. Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation. Journal of International Business Studies 24(4): , 1993.

22 Conhecimento e Transferência As empresas são meios eficientes pelos quais o conhecimento é criado e transferido.... o que determina o que uma empresa faz não é a imperfeição de um mercado, mas a eficiência da empresa neste processo de transformação em relação a outras empresas. Ref. KOGUT B. & ZANDER U. Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation. Journal of International Business Studies 24(4): , 1993.

23 Dimensões-chave na Transferência de Conhecimento em CMNs O conhecimento que é difícil de codificar ou ensinar, e também é complexo, tenderá a ser transferido dentro da empresa. São utilizadas para prever a opção para transferir a capacidade de fabricar dentro da empresa ou por licenciamento: - Codificabilidade - Ensinabilidade - Complexidade - Idade da tecnologia no momento da transferência - Número de vezes em que foi transferida Ref. KOGUT B. & ZANDER U. Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation. Journal of International Business Studies 24(4): , 1993.

24 Rede como Meio de Transferência de Conhecimento As características da transnacional configuram-na como um rede diferenciada : 1. Configuração dos ativos organizacionais e das capacidades e recursos = dispersa e especializada 2. Relação entre matriz e subsidiárias e entre as subsidiárias = variada 3. Integração da rede através de mecanismos de controle e coordenação = socialização 4. Fluxo de comunicação entre matriz e subsidiárias = multidirecional e com grande freqüência

25 A Rede Diferenciada RELAÇÃO ENTRE SUBSIDIÁRIAS MATRIZ DIFERENTE RELAÇÃO ENTRE MATRIZ E SUBSIDIÁRIAS ESTRUTURAS DIFERENTES DENTRO DE CADA SUBSIDIÁRIA Fonte: Nohria e Ghoshal, 1997

26 Resultados de Pesquisas

27 Knowledge Transfer Mechanisms in Brazilian Multinationals Moacir de Miranda Oliveira Junior, University of Sao Paulo Felipe Mendes Borini, ESPM 2009 IberoAmerican Academy of Management

28 OBJECTIVE This article analyzes differences concerning the use of knowledge transfer mechanisms between parent companies and subsidiaries of Brazilian multinational corporations. It aims to verify whether the mechanisms used to transfer knowledge from parent company to subsidiaries are the same as those used when knowledge is transferred from subsidiaries to parent company.

29 THEORETICAL FRAMEWORK Knowledge Management Headquarters-subsidiary knowledge transfer in Emerging multinationals Subsidiary-parent company knowledge transfer in emerging multinationals

30 METHOLOGY The research population consisted of Brazilian multinationals in manufacturing activities or professional services abroad. A result of forty-six (46) active Brazilian Multinationals until 2006 was obtained based on secondary surveys of several national mailing systems, 30 Multinationals accepted to participate in our research in the first stage. The second stage involved establishing a contact with each country manager of the subsidiaries of these 30 enterprises, totaling 93 subsidiaries and an average of 3 subsidiaries per enterprise. From the 93 subsidiaries involved, 66 foreign branches responded the questionnaire, which was returned via the Internet, with a telephone follow up to clear any doubts from the respondents. The total period for data collection was eight months, from December 2006 to July 2007.

31 RESULTS Figure 1 describes aspects of knowledge transfer from parent company to subsidiaries and vice-versa. The numbers show that Brazilian multinationals are more concerned with the former than with the latter kind of transfer. The most frequently used mechanisms for transferring knowledge from parent company to subsidiaries are: expatriates, meetings, benchmarking and training. The mechanisms used in the opposite flow are meetings and trips. The results shown in Table 1 show the use of knowledge management mechanisms where there is knowledge transfer from parent company to subsidiary and from subsidiary to parent company. Despite significant differences between these mechanisms, in all cases knowledge transfer mechanisms are more used when the phenomenon at hand is parent company to subsidiary knowledge transfer. This result does not support the propositions P1a, P1b and P1 c.

32 Knowledge Transfer Mechanisms in Brazilian Multinationals

33 DISCUSSION (Main results) Emerging multinationals use knowledge transfer mechanisms more frequently when this phenomenon occurs from the parent company to the subsidiaries. Results present two important implications for the extension of the theory on the internationalization of companies in emerging economies. The first is that Brazilian multinationals seem to be following the model of traditional multinationals (from the United States, Japan and Europe), of transferring knowledge from the parent company to its subsidiaries and not the opposite, as proposed by some authors, of internationalizing in search of new knowledge (Child & Rodrigues, 2005; Mathews, 2006), which brings additional theoretical challenges to show similarities and differences among emerging multinationals (for instance between Brazilian and Chinese multinationals). The second implication is that these emerging multinationals, which may be understood as late movers, need support to skip stages and go more rapidly to models of subsidiary portfolio management that will help them learn from their international operations, through knowledge transfer from their subsidiaries abroad to the parent companies and also through the transfer of knowledge among subsidiaries.

34 FINAL COMMENTS The use of knowledge transfer mechanisms is much more intense from parent company to subsidiaries. Given that knowledge transfer to acquired subsidiaries is harder than knowledge transfer to those formed by greenfield investments, it may be that emerging multinationals must develop more socialization mechanisms to transfer knowledge to their subsidiaries, in particular global project teams. Both information technology systems and processes of communication and socialization are directly related to knowledge transfer from subsidiaries to their parent company.

35 Subsidiaries of Brazilian Multinational Corporations: How manage them? Moacir de Miranda Oliveira Junior PPGA - FEA/USP Felipe Mendes Borini PMGI ESPM/SP EnANPAD 2010

36 Subsidiaries Role Internal 1. Knowledge flows 2. Entrepreneurial orientation of the subsidiary 3. Integration 4. Organizational competences of the subsidiary external 1. Dynamics of the context 2. Participation in business networks

37 Methodology Survey with 93 subsidiaries of brazilian multinationals 66 answered the questionnaire

38 Subsidiaries aspiring to be SREs (Strategically relevant subsidiaries) If Brazilian multinationals want to create subsidiaries that aspire to strategic relevance, they must: (1) Encourage knowledge creation abroad; (2) Locate subsidiaries in countries and sectors that have dynamic and competitive contexts; (3) Encourage involvement with business networks abroad; (4) Try to develop knowledge abroad that is aligned with the strategic expectations of the headquarter in Brazil; (5) Strategically align each of their international operations through integration, using knowledge transfer mechanisms and encouraging entrepreneurial activities in selected foreign sites, with a wellplanned and well-implemented global strategy as a starting point.

39 Brazilian Multinationals Cases Odebrecht

40 Odebrecht Founded in 1944, the Odebrecht Organization is active in: Engineering and Construction, Chemicals and Petrochemicals, Infrastructure and Public Services and Participates in Oil and Gas, Tourism and Pulp Manufacturing ventures. Odebrecht has over 28,000 members working in South America, North America, Africa and Europe. Brazil is its home base.

41 Odebrecht Internationalization Process A Knowledge Based Perspective TEO Odebrecht s Managerial Technology Focus on the transfer of TEO to each new international operation The transfer of explicit knowledge is done trough manuals and codified best practices Approach of each international operations manager as an Intrapreneur- Partner The transfer of tacit and embedded knowledge is assured trough the Intrapreneur-Partners, as the guardians of the culture, values and management model

42 Embraer has become one of the largest aircraft manufacturers in the world by focusing on specific market segments with high growth potential in regional, military, and corporate aviation. The company develop and adapt successful aircraft platforms and judiciously introduce new technology whenever it creates value by lowering acquisition price, reducing direct operating costs, or delivering higher reliability, comfort, and safety. Embraer was Brazil s largest exporter from 1999 to 2001 and the second largest in 2002, 2003 and It currently employs more than * people, 87.7% based in Brazil.

43 SYSTEMS HAMILTON SUNDSTRAND PARKER C & D LIEBHERR HONEYWELL ACCOUNT GEAE MGMT STRUCTURE EMBRAER (LEADER) KAWASAKI SONACA Wing Stub, Pylon, Control Surfaces EMBRAER Internationalization Process Air Management Electrical System Hydraulics Flight Controls Fuel System Interiors Landing Gear Avionics Propulsion System Strategic Partnerships GAMESA Empennage & Rear Fuselage HAMILTON SUNDSTRAND Tail Cone & APU LATECOERE Center Fuselage III LATECOERE Center Fuselage I EMBRAER Forward Fuselage EMBRAER AKROS Wing to Fuselage Fairing EMBRAER AKROS Center Fuselage II GEAE Engine / Nacelles

44 1969 Foundation 1970 First airplane 1971 EMB 326 Xavante Strategic alliance with Italian firms 1979 Commercial office and technical assistance in USA 1981 AMX in partnership with Italian firms 1983 Europe s commercial and technical assistance office 1992 Privatization - Combination of the previous technological and industrial culture with a new market driven culture 2003 International Joint Venture in China 51% EMBRAER 49% partner Risk sharing partnerships with some of the world's largest aerospace manufacturers and suppliers 2/3 of financial investments for the development of new products comes from the international partners

45 Obrigado! Moacir de Miranda Oliveira Junior