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Abstract(s)
Os processos de inovação, em modelos de negócio, permitem às empresas sustentar e
desenvolver as suas vantagens competitivas. Nos últimos anos, empresas de manufatura
têm vindo a adotar estratégias de incorporação de serviços nos seus modelos de negócio,
como forma de agregar valor aos seus produtos e para os seus clientes. Este movimento
é conhecido por “Servitização”. No entanto, a transição de uma estratégia focada no
produto para uma estratégia de serviços é um processo gradual e que requer a definição
de novas práticas, o que no contexto das pequenas e médias empresas (PME) pode ser
mais desafiante, derivado da sua escassez de recursos, conhecimentos e capacidades
organizacionais. Neste sentido, este tipo de empresas pode abrir portas à formação de
alianças como estratégia para acelerar seus processos de inovação e, por sua vez, alcançar
sucesso na servitização.
A literatura permanece pouco explorada no que toca à contribuição das alianças
estratégicas para a servitização de PME. Deste modo, o objetivo deste trabalho foca-se
em compreender qual o papel das alianças estratégicas na servitização de PME,
nomeadamente, identificar quais os motivos, benefícios, desafios, bem como os riscos
que as PME enfrentam e, ainda, quais os resultados das alianças na servitização.
Para dar resposta a estas questões/objetivos, neste estudo adotou-se uma abordagem
qualitativa, através de um estudo de casos múltiplos, tendo sido elaborado um guião de
entrevistas semiestruturadas e aplicado a seis proprietários-gestores de PME
portuguesas e espanholas.
Com base na análise de conteúdo e com o auxílio do software NVivo, chegou-se à
conclusão de que a servitização e as alianças são duas estratégias que se encontram
ligadas, exercendo uma relação complementar, através da partilha de recursos e
conhecimentos, bem como criando vantagens competitivas e agregando valor aos seus
modelos de negócio, melhorando, também, a experiência do cliente final.
Este trabalho pretende contribuir com mais insights para a superação das barreiras da
servitização e providenciar aos proprietários-gestores das PME resultados da
combinação das duas estratégias aqui analisadas: alianças e servitização. Mais
precisamente, pretende-se mostrar aos responsáveis das PME como é aplicado a
interface entre estas duas estratégias e a forma como ambas se complementam. Desta
forma, desenvolveu-se um framework/modelo que pode apresentar uma solução às
empresas de menor dimensão, para a superação das barreiras ligadas à servitização e
alcançar as vantagens competitivas extraídas da formação de alianças estratégias.
Innovation processes, in business models, allow companies to sustain and develop their competitive advantages. In recent years, manufacturing companies have been adopting strategies to incorporate services into their business models, as a way of adding value to their products and to their customers. This movement is known as “Servitization”. However, the transition from a product-focused strategy to a service strategy is a gradual process that requires the definition of new practices, which in the context of small and medium-sized enterprises (SMEs) can be more challenging, due to their scarcity of resources, knowledge, and organizational capabilities. In this sense, this type of companies can adopt the formation of strategic alliances as a solution to accelerate their innovation processes and achieve success in servitization. The literature remains little explored regarding the contribution of strategic alliances to the servitization of SMEs. Thus, the objective of this work is to understand the role of strategic alliances in the servitization of SMEs, namely, to identify the reasons, benefits, challenges, as the risks that SMEs face and, also, what are the results of the alliances in servitization. To answer these questions/objectives, this study adopted a qualitative approach, through a multiple case study, having been prepared a semi-structured interview guide and applied to six owner-managers of Portuguese and Spanish SMEs. Based on the content analysis and with the help of the NVivo software, it was concluded that servitization and strategic alliances that are linked, exerting a complementary relationship, sharing resources and knowledge, as creating competitive advantages, and adding value to their business models, and also improving the customer experience. This work intends to contribute with more insights to overcome servitization barriers and provide SME owner-managers with results from the combination of two strategies analysed: strategic alliances and servitization. More precisely, it is intended to show SME managers how the interface between these two strategies is applied and the way in which both strategies complement each other. In this way, a framework/model was developed to present a solution to smaller companies, to overcome the barriers related to servitization and achieve the competitive advantages extracted from strategic alliances.
Innovation processes, in business models, allow companies to sustain and develop their competitive advantages. In recent years, manufacturing companies have been adopting strategies to incorporate services into their business models, as a way of adding value to their products and to their customers. This movement is known as “Servitization”. However, the transition from a product-focused strategy to a service strategy is a gradual process that requires the definition of new practices, which in the context of small and medium-sized enterprises (SMEs) can be more challenging, due to their scarcity of resources, knowledge, and organizational capabilities. In this sense, this type of companies can adopt the formation of strategic alliances as a solution to accelerate their innovation processes and achieve success in servitization. The literature remains little explored regarding the contribution of strategic alliances to the servitization of SMEs. Thus, the objective of this work is to understand the role of strategic alliances in the servitization of SMEs, namely, to identify the reasons, benefits, challenges, as the risks that SMEs face and, also, what are the results of the alliances in servitization. To answer these questions/objectives, this study adopted a qualitative approach, through a multiple case study, having been prepared a semi-structured interview guide and applied to six owner-managers of Portuguese and Spanish SMEs. Based on the content analysis and with the help of the NVivo software, it was concluded that servitization and strategic alliances that are linked, exerting a complementary relationship, sharing resources and knowledge, as creating competitive advantages, and adding value to their business models, and also improving the customer experience. This work intends to contribute with more insights to overcome servitization barriers and provide SME owner-managers with results from the combination of two strategies analysed: strategic alliances and servitization. More precisely, it is intended to show SME managers how the interface between these two strategies is applied and the way in which both strategies complement each other. In this way, a framework/model was developed to present a solution to smaller companies, to overcome the barriers related to servitization and achieve the competitive advantages extracted from strategic alliances.
Description
Keywords
Alianças Estratégicas Benefícios Desafios Inovação Motivos Pme Riscos Servitização