Decisão das fronteiras verticais da firma: Considerações de complementaridade

Abstract

Este ensaio objetivou apresentar como uma abordagem orientada por proposições de complementaridade teórica da teoria dos Custos de Transação (TCT); Custos de Mensuração (TCM) e Visão Baseada em Recursos (VBR), pode alicerçar a compreensão da adoção da estrutura de governança de integração vertical. Buscou-se, portanto, a proposta de um esquema teórico, a partir de uma abordagem qualitativa fundamentada no conceito de complementaridade. Constatou-se que a transação de ativos de alta especificidade (TCT) e de difícil mensuração (TCM) justificam a integração vertical, mas a teoria da VBR aponta que a escolha dos agentes depende também da disponibilidade de capacidades e recursos. Assim, a formulação dessa proposição teórica busca contribuir para a análise empírica das cadeias produtivas considerando aspectos organizacionais e estratégicos.

Recursos estratégicos

“…Given the description provided in Table 1, the RBV emphasizes the importance of possessing resources and capabilities with strategic potential in order to achieve competitiveness and create value for an organization (Augusto et al, 2017;Fortes & Souza, 2020;Greve, 2020;Haseeb et al, 2019;Wright et al, 1994). Nevertheless, a resource can only be deemed strategic if it fulfills the criteria of heterogeneity and mobility.…”

“…Heterogeneity is based on the assumption that businesses have unique resources and capabilities that set them apart from other companies in the industry (Barney, 1991;Fortes & Souza, 2020;Penrose, 1959;Peteraf, 1993;Saes, 2009). For RBV, distinctive resources and capabilities are accountable for clarifying the variations in performance among firms (D'oria et al, 2021).…”

“…Source: Prepared based on Barney (1991), Barney & Hesterly (2017), Fortes & Souza (2020) and Greve (2020) In response to criticism about RBV's implementation abilities, Foss & Foss (2004);Foss (2005) and Barney and Hesterly (2017) developed a model, focusing on the identification, analysis, and organization of a firm's resources: the VRIO model. According to this model, identifying resources with competitive potential involves the consideration of four key factors: value, rarity, imitability and the correct organization of these resources (Barney & Hesterly, 2017).…”

“…Broadly speaking, the human resources discussed thus far are regarded as strategic due to the time and effort required for training them. According to existing literature, the idea of path dependence suggests that specific historical circumstances have shaped the development of particular human resources, making them unique, immobile, and heterogeneous (Barney, 1991;Barney & Hesterly, 2017;Fortes & Souza, 2020;Haseeb et al, 2019;Penrose, 1959;Peteraf, 1993;Wright et al, 1994). company is crucial for individuals, as it is a time-consuming process that may go unnoticed by managers.…”