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Doctoral Thesis
DOI
10.11606/T.12.2018.tde-18062018-170624
Document
Author
Full name
Simone Ruchdi Barakat
E-mail
Institute/School/College
Knowledge Area
Date of Defense
Published
São Paulo, 2018
Supervisor
Committee
Boaventura, João Mauricio Gama (President)
Abreu, Mônica Cavalcanti Sá de
Favero, Luiz Paulo Lopes
Hourneaux Junior, Flávio
Mainardes, Emerson Wagner
Title in Portuguese
Capacidades organizacionais e a sinergia na criação de valor para stakeholders.
Keywords in Portuguese
Estratégia organizacional
Stakeholder
Valor
Vantagem competitiva
Abstract in Portuguese
De acordo com a Teoria dos Stakeholders, os gestores devem coordenar os interesses dos indivíduos e grupos que podem afetar ou ser afetados pelo alcance dos objetivos da empresa. Há evidências de que a sobrevivência da empresa no longo prazo só poderá ser alcançada se os gestores considerarem não apenas os interesses dos acionistas, mas também dos funcionários, clientes, fornecedores e das comunidades - os chamados stakeholders primários. Contudo, ainda não está claro, na literatura, como as empresas podem operacionalizar a coordenação desses interesses. Defende-se, nesta tese, que as empresas podem buscar pontos comuns e interconexões desses interesses alcançando maior sinergia na criação de valor para os diversos grupos. Para o alcance da sinergia na criação de valor para stakeholders, propõe-se que as empresas desenvolvam as seguintes capacidades organizacionais: capacidade de conhecimento, capacidade de engajamento, capacidade de integridade e capacidade de adaptação, que, em conjunto, formam a capacidade dinâmica de gestão de stakeholders, definida como "capacidade de a empresa integrar, construir e reconfigurar seus recursos e rotinas para atender simultaneamente aos interesses dos stakeholders no contínuo processo de criação de valor". Essas capacidades foram propostas com base nas literaturas de gestão de stakeholders e capacidades organizacionais. Após essa proposta, a relação entre as quatro capacidades e a sinergia na criação de valor para stakeholders foi testada em uma amostra de 116 empresas, com dados referentes aos anos 2011, 2012 e 2013, totalizando 273 observações. Os dados foram obtidos da base do Índice de Sustentabilidade Empresarial (ISE) da Bolsa de Valores de São Paulo (BM&FBOVESPA) e analisados por meio de modelos longitudinais de regressão para dados em painel. Os resultados da pesquisa empírica mostraram que a capacidade de conhecimento e a capacidade de adaptação estão positivamente relacionadas com a sinergia na criação de valor. A capacidade de engajamento e a capacidade de integridade não se mostraram estatisticamente relacionadas com a sinergia na criação de valor nas empresas e períodos analisados.
Title in English
Organizational capabilities and the synergy in the value creation for stakeholders.
Keywords in English
Competitive advantage
Organizational strategy
Stakeholder
Valu
Abstract in English
According to Stakeholders Theory, managers must coordinate the interests of individuals and groups that may affect or be affected by the achievement of the company's objectives. There is evidence that the company's long-term survival can only be achieved if managers consider not only the interests of shareholders but also those of employees, customers, suppliers and communities - the so-called primary stakeholders. However, it is not clear yet, in the literature, how the company can operationalize the coordination of these interests. It is argued, in this thesis, that companies can seek common points and interconnections in those interests, achieving greater synergy in the value creation for the various groups. In order to achieve this synergy, it is proposed that companies develop the following organizational capabilities: knowledge capability, engagement capability, integrity capability and adaptive capability, which together form the dynamic capability of stakeholder management, defined here as the "capability to integrate, build, and reconfigure the company´s resources and routines to simultaneously address the stakeholders' interests in the ongoing process of value creation". These capabilities were proposed based on the literature of stakeholder management and organizational capabilities. After this proposal, the relationship between the four capabilities and the synergy in the value creation for stakeholders was tested in a sample of 116 companies, using data from the years 2011, 2012 and 2013, totaling 273 observations. The data were obtained from the Corporate Sustainability Index (ISE) database of São Paulo Stock Exchange (BM&FBOVESPA) and analyzed through longitudinal regression models for panel data. The results of the empirical research have shown that the knowledge capability and the adaptive capability are positively related to the synergy in the value creation. The engagement capability and integrity capability were not statistically related to the synergy in the value creation in the analyzed companies and periods.
 
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CorrigidoSimone.pdf (2.15 Mbytes)
Publishing Date
2018-06-20
 
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