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Master's Dissertation
DOI
10.11606/D.11.2019.tde-04012019-090929
Document
Author
Full name
Fernanda Geraldini Palmieri
E-mail
Institute/School/College
Knowledge Area
Date of Defense
Published
Piracicaba, 2018
Supervisor
Committee
Saes, Maria Sylvia Macchione (President)
Boteon, Margarete
Rossignolo, Vivian Lara dos Santos Silva
Schnaider, Paula Sarita Bigio
Title in Portuguese
A competitividade das firmas de suco de laranja de pequeno porte no estado de São Paulo
Keywords in Portuguese
Competitividade
Concorrência
Pequenas firmas
Suco de laranja
Abstract in Portuguese
Esta dissertação tem como objetivo o estudo dos fatores que impactam na competitividade de pequenas firmas de suco de laranja do estado de São Paulo. Estas empresas atuam no mercado de suco de laranja concentrado para exportação, concorrendo com processadoras com elevado poder de mercado. Em termos teóricos, foram levantadas três proposições baseadas nas abordagens de estratégia - análise do posicionamento estratégico (PORTER, 1979; PORTER, 1985; PORTER, 2008), teoria baseada em recursos (BARNEY, 1991) e teoria dos custos de transação (WILLIANSON, 1979; WILLIAMSON, 1991; WILLIAMSON, 2005). A primeira, relacionada à análise do posicionamento estratégico, propõe que as pequenas firmas atuam cobrindo fatias de mercado não aproveitadas pelas líderes. A segunda, com foco na teoria baseada em recursos, sugere que as firmas buscam por recursos únicos e diferentes das líderes como fonte de vantagem competitiva. A terceira, fundamentada pela teoria dos custos de transação, argumenta que as pequenas processadoras adotam a integração vertical para trás e/ou as formas plurais na compra da matéria-prima, visando lidar com incertezas. Para realizar a pesquisa foram entrevistadas qualitativamente representantes de seis firmas (em uma população de 10 empresas) por meio de um roteiro semiestruturado. Com a contribuição das teorias da estratégia, as respostas obtidas nas entrevistas foram categorizadas e analisadas pela estratégia de investigação denominada análise de conteúdo (BARDIN, 1979), com auxílio do software Atlas ti 8.0. Foi possível confirmar as três proposições, ainda que a segunda, referente aos recursos, tenha como ressalva o fato de não haver nenhum recurso valioso, raro e difícil de imitar (sendo os recursos citados apenas valiosos). Ainda assim, estes recursos (principalmente o recurso matéria-prima) foi considerado fonte de vantagem competitiva, já que se mostra pouco atrativo às grandes empresas, por resultar em perda de economias de escala.
Title in English
Competitiveness of small orange juice firms in São Paulo state
Keywords in English
Competition
Competitiveness
Orange juice
Small firms
Abstract in English
This master dissertation aims to study the factors that affect competitiveness of small orange juice firms in São Paulo state. These companies act in the concentrated orange juice market to export and compete with processors with high market power. In theoretical terms, three propositions, based in strategy approaches, are offered - analysis of strategic positioning (PORTER, 1979; PORTER, 1985; PORTER, 2008), resource-based view (BARNEY, 1991) and transaction-cost economics (WILLIANSON, 1979; WILLIAMSON, 1991; WILLIAMSON, 2005). The first one, related to the analysis of strategic positioning, indicates that small firms act covering market parts that are not used by leaders. The second one, focused on resource-based view, suggests that companies look for unique and different means from the leaders, as a source of competitive advantage. The third one, based on transaction cost-economics, says that small firms adopt backward vertical integration and/or plural forms in orange purchase, aiming to reduce uncertainties. For this research, six players of firms (in a population of 10 companies) were qualitatively interviewed with a semistructured script. With contributions of strategy theories, answers obtained from interviews were categorized and analyzed by an investigation strategy called content analysis (BARDIN, 1979), using the software Atlas ti 8.0. All three hypotheses were confirmed, although the second one, which refers to resources, does not have any valuable, rare and difficult to imitate resource (only valuable resources had been mentioned). Still, these resources (mainly the raw material) were considered a source of competitive advantage, since it is less attractive to big companies because it results in loss of economy of scale.
 
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Publishing Date
2019-01-10
 
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