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Authors
Ernst, Ravine Jaice
Advisor(s)
Abstract(s)
As pequenas e médias empresas (PME) representam um papel importante na sociedade e
no desenvolvimento de um país. Contudo, este segmento de empresas também é bastante
vulnerável às mudanças do meio envolvente, devido à limitação de seus recursos e
capacidades. Desta forma, com vista a suprir estas limitações, a coopetição – cooperação
entre concorrentes – tem vindo a ganhar destaque como estratégia para as PME
aumentarem a sua posição competitiva no mercado. O presente estudo tem como objetivo
analisar a viabilidade da coopetição em PME do setor farmacêutico e, mais precisamente,
(1) identificar as principais motivações para a cooperação com concorrentes; (2) identificar
os principais benefícios no processo de coopetição; e (3) identificar quais os principais
desafios que as PME do setor enfrentam neste processo. Para isso, recorreu-se à
metodologia qualitativa, através do estudo de casos múltiplos, cuja obtenção da informação
foi baseada em entrevistas semiestruturadas aplicadas a seis gestores de PME farmacêuticas
localizadas numa região específica no interior do Rio Grande do Sul, Brasil.
Com base numa análise de conteúdo, os resultados obtidos indicam que a coopetição ocorre
de maneira informal e horizontal nas PME farmacêuticas estudadas. A decisão pela
coopetição deve-se, maioritariamente, ao intuito de sustentar o bem-estar do cliente e,
apesar dos desafios encontrados, tais como a falta de confiança e o oportunismo, os
benefícios são superiores e contribuem para o alcance do objetivo principal da coopetição
para as empresas aqui analisadas. Assim, os resultados apontam para um parecer favorável
quanto à coopetição em PME do setor farmacêutico. Este estudo contribui ainda para o
enriquecimento da literatura existente e sugere um modelo/framework que mostra o
processo de coopetição em PME farmacêuticas sob a ótica dos gestores, permitindo
identificar as principais motivações, benefícios e barreiras neste tipo de estratégia
empresarial. Além disso, o estudo também apresenta alguns insights relativamente à gestão
da cooperação e competição em simultâneo. Assim, as conclusões deste estudo podem
encorajar os gestores de PME, no geral, e no setor farmacêutico, em particular, a adotarem
a coopetição como estratégia para desenvolver e aperfeiçoar as suas capacidades.
Small and medium-sized enterprises (SMEs) play an important role in society and in the development of a country. However, this segment of companies is also very vulnerable to changes in the environment, due to their limited resources and capabilities. Therefore, in order to overcome these limitations, coopetition - co-operation between competitors - has been gaining prominence as a strategy for SMEs to increase their competitive position in the market. The aim of this study is to analyse the feasibility of coopetition in SMEs in the pharmaceutical sector and, more precisely, (1) to identify the main motivations for cooperating with competitors; (2) to identify the main benefits of the coopetition process; and (3) to identify the main challenges that SMEs in the sector face in this process. To do this, a qualitative methodology was used, using a multiple case study, whose information was obtained through semi-structured interviews with six managers of pharmaceutical SMEs located in a specific region in the interior of Rio Grande do Sul, Brazil. Based on a content analysis, the results obtained indicate that coopetition occurs informally and horizontally in the pharmaceutical SMEs studied. The decision to coopetition is mostly due to the aim of sustaining customer welfare and, despite the challenges encountered, such as lack of trust and opportunism, the benefits are greater and contribute to achieving the main objective of coopetition for the companies analysed here. The results therefore point to a favourable opinion of coopetition in SMEs in the pharmaceutical sector. This study also contributes to enriching the existing literature and suggests a model/framework that shows the process of coopetition in pharmaceutical SMEs from the point of view of managers, making it possible to identify the main motivations, benefits and barriers in this type of business strategy. The study also provides some insights into the management of cooperation and competition at the same time. Thus, the conclusions of this study may encourage SME managers in general, and in the pharmaceutical sector in particular, to adopt coopetition as a strategy to develop and improve their capabilities.
Small and medium-sized enterprises (SMEs) play an important role in society and in the development of a country. However, this segment of companies is also very vulnerable to changes in the environment, due to their limited resources and capabilities. Therefore, in order to overcome these limitations, coopetition - co-operation between competitors - has been gaining prominence as a strategy for SMEs to increase their competitive position in the market. The aim of this study is to analyse the feasibility of coopetition in SMEs in the pharmaceutical sector and, more precisely, (1) to identify the main motivations for cooperating with competitors; (2) to identify the main benefits of the coopetition process; and (3) to identify the main challenges that SMEs in the sector face in this process. To do this, a qualitative methodology was used, using a multiple case study, whose information was obtained through semi-structured interviews with six managers of pharmaceutical SMEs located in a specific region in the interior of Rio Grande do Sul, Brazil. Based on a content analysis, the results obtained indicate that coopetition occurs informally and horizontally in the pharmaceutical SMEs studied. The decision to coopetition is mostly due to the aim of sustaining customer welfare and, despite the challenges encountered, such as lack of trust and opportunism, the benefits are greater and contribute to achieving the main objective of coopetition for the companies analysed here. The results therefore point to a favourable opinion of coopetition in SMEs in the pharmaceutical sector. This study also contributes to enriching the existing literature and suggests a model/framework that shows the process of coopetition in pharmaceutical SMEs from the point of view of managers, making it possible to identify the main motivations, benefits and barriers in this type of business strategy. The study also provides some insights into the management of cooperation and competition at the same time. Thus, the conclusions of this study may encourage SME managers in general, and in the pharmaceutical sector in particular, to adopt coopetition as a strategy to develop and improve their capabilities.
Description
Keywords
Competição Cooperação Coopetição Estratégia Gestores Farmacêuticos Pme