Name: GEOVANI ALIPIO NASCIMENTO SILVA
Publication date: 28/06/2024
Examining board:
Name |
Role |
|---|---|
| ADONAI JOSE LACRUZ | Examinador Interno |
| HELIO ZANQUETTO FILHO | Presidente |
| THALMO DE PAIVA COELHO JÚNIOR | Examinador Externo |
Summary: In a globalized and highly competitive world, organizations are under pressure to
become more innovative and agile. In this context, many turn to partnerships to access
essential resources such as knowledge, technology, infrastructure, and financial capital.
In this study, the term "partnership" is used synonymously with "strategic alliances,"
focusing on collaborative relationships between two organizations. Collaborative
advantage allows organizations to work together to achieve superior results that they
would not attain individually, creating synergies and reaching challenging goals. Despite
the benefits, approximately half of these partnerships fail, although organizations
continue to pursue them. This highlights both the challenges of establishing successful
partnerships and the lack of necessary competencies to optimize such relationships.
Assuming that organizations possess capabilities, this study focuses on the "alliance
capability," defined as the ability to manage, integrate, and learn in strategic
relationships to achieve mutual benefits. The investigation strategy involved mapping
the partnership relations among organizations within the Innovation Ecosystem of the
State of Espírito Santo, along with a multiple case study that observed the development
of the Alliance Capability dimensions in four relationships. By applying content analysis,
the investigation seeks to answer the question: "How does alliance capability develop
in startups with other organizations operating in an innovation ecosystem?" Typically
used in supply chain relationships, this study aims to expand the research field to include
relationships within horizontal networks. The findings revealed that educational
institutions and innovation habitats are fundamental in fostering collaboration and
information exchange, while government entities emerged as the primary funders of
projects, supporting innovation where the private sector may hesitate. The results also
showed that one-third of large companies and 40% of startups had not formed strategic
partnerships, suggesting difficulties in forming or maintaining successful partnerships.
The research identified that organizations achieve greater consensus in the Alliance
Management Capability (CGA) but face challenges in the Integration (CIA) and Learning
(CAA) dimensions. CGA involved a collaborative approach in goal-setting and task
implementation, while CIA highlighted the need to create effective structural and social
ties to improve partner integration. CAA proved essential for knowledge absorption,
underscoring the need for improvements in its formalization and practical application. In
summary, the study revealed that although organizations are inclined to form
partnerships, interactions between startups and large companies are limited, indicating
an area for future research.
