Estratégia e gestão de centros de P&D em multinacionais: estudo de caso em uma multinacional no segmento químico
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Tipo de produção
Dissertação
Data
2011
Autores
Saito, O. M.
Orientador
Bernardes, Roberto Carlos
Periódico
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Citação
SAITO, O. M. Estratégia e gestão de centros de P&D em multinacionais: estudo de caso em uma multinacional no segmento químico. 2011. 154 f. Dissertação (Mestrado em Administração de Empresas) - Centro Universitário Fei, São Paulo, 2011 Disponível em: . Acesso em: 21 ago. 2018.
Texto completo (DOI)
Palavras-chave
Globalização,Empresas multinacionais
Resumo
A internacionalização das empresas não é um fato novo e nem ao menos recente. As multinacionais como agentes de expansão internacional têm procurado nas últimas décadas ampliar a sua atuação além fronteira em múltiplos países e mercados, em busca de novas oportunidades de crescimento arrefecidas em seus países de origem. Esta atuação multinacional historicamente demonstrou primordialmente foco nos países desenvolvidos, detentores de maior atratividade pelo alto poder de consumo e dinamismo destes mercados. No entanto, nos últimos anos fatores como a saturação dos mercados de consumo, aumento das rivalidades concorrenciais e crises econômicas têm criado um cenário adverso, influenciando substancialmente as decisões de investimentos nas economias cêntricas. As economias emergentes têm se fortalecido então, como fonte de acesso a mercados em vigorosa expansão, crescimento da capacidade de consumo e conhecimento, comparativamente com as economias desenvolvidas. Tal fato tem provocado um natural deslocamento geográfico do fluxo de Investimentos Diretos Estrangeiros (IDE) dos países desenvolvidos para as economias em desenvolvimento. Diferentes mercados, porém, exigem produtos customizados às necessidades locais, o que só é possível através de esforços direcionados de Pesquisa e Desenvolvimento (P&D) no lançamento de novos produtos que satisfaçam às suas expectativas. Desta forma, este trabalho de pesquisa teve por objetivo entender sob a perspectiva da matriz corporativa de uma multinacional, a formulação da estratégia global de P&D, seu alinhamento e implementação na gestão de cada centro, particularmente nos mercados emergentes, considerando-se os esforços tecnológicos internos e externos, as demandas e oportunidades dos mercados locais. Para tanto, uma pesquisa empírica qualitativa baseada em estudo de casos múltiplos exploratórios foi realizada em uma corporação multinacional de origem alemã, atuante no segmento químico, no mercado de lubrificantes industriais, em seus cinco centros de P&D localizados respectivamente na Alemanha (matriz), EUA, Brasil, China e Índia. Os resultados da pesquisa demonstraram que o principal motivador para a descentralização das atividades de P&D é fortalecer a capacidade dos centros em responder rapidamente às demandas e oportunidades dos mercados locais. A multinacional formula a estratégia corporativa e a desdobra de forma alinhada na gestão dos centros de P&D, considerando as capacidades internas e externas e os fatores de mercado, assim como grandes oportunidades e demandas específicas se apresentam nos crescentes mercados emergentes, levando-a a reavaliar a sua estratégia de negócios, seja em termos de core business, seja em linha de produtos, considerando o perfil de consumo destes mercados e a disponibilidade de fontes diferenciadas de matérias primas
The internationalization of companies is not a new phenomenon and not even recent. Multinationals corporations as agents of international expansion in recent decades have sought to expand its operations beyond the border in multiple countries and markets looking for new opportunities for growth cooled in their countries of origin. This multinational acting historically has been focused in developed countries more attractive for their high purchasing power and dynamism of these markets. However, in recent years factors such as the saturation of consumer markets, increased competitive rivalries and economic crises have created a new adverse scenario, substantially influencing the investment decisions on centric economies. Emerging economies have been strengthened as source of access to increasing markets, growth in consumption capacity and knowledge, compared with developed economies. This has caused a natural geographic shift the flow of Foreign Direct Investments (FDI) from developed countries to developing economies. Different markets, however, require tailoring products to fit the local needs, which is only possible through directed efforts in Research and Development (R&D) in lauching new products to meet their expectations. Thus, this research aims to understand through the perspective of the corporate headquarters of a multinational, the formulation of the global R&D Strategy, its alignment and implementation in the management of each R&D center, particularly in emerging markets, considering the internal and external technological efforts, demands and opportunities of local markets. Then, an empirical and qualitative study based oh multiple-case study exploration was nducted in a multinational corporation of German origin, active in the chemical segment in the market for industrial lubricants in its five centers of R&D located respectively in Germany (headquarter), USA, Brazil, China and India. The survey results demonstrated that the main motivation for decentralization of R&D activities is strengthen the capacity of each center to respond quickly the demands and opportunities of local markets. The multinational defines its corporate strategy and deploys it in an aligned manner into the management of each R&D center, considering the internal capabilities and external market factors, as well as, important opportunities and specific demands are facing on increasing emergent markets leading the multinational to rethink its business strategy, in terms of both core business and line of products, considering the consumption customers profile, and availability of differentiated raw materials sources
The internationalization of companies is not a new phenomenon and not even recent. Multinationals corporations as agents of international expansion in recent decades have sought to expand its operations beyond the border in multiple countries and markets looking for new opportunities for growth cooled in their countries of origin. This multinational acting historically has been focused in developed countries more attractive for their high purchasing power and dynamism of these markets. However, in recent years factors such as the saturation of consumer markets, increased competitive rivalries and economic crises have created a new adverse scenario, substantially influencing the investment decisions on centric economies. Emerging economies have been strengthened as source of access to increasing markets, growth in consumption capacity and knowledge, compared with developed economies. This has caused a natural geographic shift the flow of Foreign Direct Investments (FDI) from developed countries to developing economies. Different markets, however, require tailoring products to fit the local needs, which is only possible through directed efforts in Research and Development (R&D) in lauching new products to meet their expectations. Thus, this research aims to understand through the perspective of the corporate headquarters of a multinational, the formulation of the global R&D Strategy, its alignment and implementation in the management of each R&D center, particularly in emerging markets, considering the internal and external technological efforts, demands and opportunities of local markets. Then, an empirical and qualitative study based oh multiple-case study exploration was nducted in a multinational corporation of German origin, active in the chemical segment in the market for industrial lubricants in its five centers of R&D located respectively in Germany (headquarter), USA, Brazil, China and India. The survey results demonstrated that the main motivation for decentralization of R&D activities is strengthen the capacity of each center to respond quickly the demands and opportunities of local markets. The multinational defines its corporate strategy and deploys it in an aligned manner into the management of each R&D center, considering the internal capabilities and external market factors, as well as, important opportunities and specific demands are facing on increasing emergent markets leading the multinational to rethink its business strategy, in terms of both core business and line of products, considering the consumption customers profile, and availability of differentiated raw materials sources