Como é que as empresas adaptam as suas carteiras de colaborações externas às alterações dos atributos organizacionais internos? O papel moderador da idade da empresa
DOI:
https://doi.org/10.5585/2024.27115Palavras-chave:
desempenho da inovação, aspirações históricas, conhecimento tecnológico, colaborações entre empresas.Resumo
Objetivo do estudo: Tendo em conta os benefícios das colaborações externas em indústrias de tecnologia intensiva, exploramos a forma como as empresas adaptam as suas carteiras de colaborações externas às incertezas internas. Usando a teoria comportamental da empresa, este estudo examina como as empresas se adaptam com base no feedback do desempenho da inovação.
Metodologia/abordagem: Construímos um conjunto de dados de painel a partir de três fontes. Os dados de patentes vieram do artigo do National Bureau of Economic Research (NBER) (Kogan, Papanikolaou, Seru, & Stoffman, 2017), que usou ferramentas extensivas de correspondência de nomes para vincular patentes USPTO a empresas. Os dados sobre colaborações externas foram recolhidos da base de dados SDC Platinum Joint Ventures and Alliances, com foco em acordos de I&D. Os dados financeiros foram obtidos da Compustat. Após o processamento, o conjunto de dados incluiu cerca de 900 empresas cotadas em bolsa de 12 sectores de alta tecnologia (1990-2010). Testámos as nossas hipóteses utilizando dois modelos probit, cada um prevendo uma variável dependente diferente.
Originalidade/Relevância: Mudamos o foco da perspetiva tradicional da díade, que se centra em parcerias individuais, para a forma como as empresas ajustam todo o seu portefólio de colaborações externas em resposta à sua dinâmica interna, como o feedback do desempenho da inovação. Enquanto as teorias das opções reais e dos custos de transação enfatizam a necessidade de maximizar a eficiência em parcerias individuais, exploramos a forma como as empresas adaptam o seu conjunto mais vasto de colaborações externas às condições internas em mudança.
Principais resultados: Concluímos que as empresas com um desempenho acima das aspirações de inovação têm maior probabilidade de formar alianças de capital (ou seja, joint ventures). No entanto, a magnitude deste efeito é muito diferente entre empresas maduras e jovens. As empresas jovens têm cerca de quatro vezes mais probabilidades do que as suas congéneres maduras de formar alianças de capital quando ultrapassam significativamente os seus objectivos de inovação.
Contributos teóricos/metodológicos: O nosso estudo contribui para a investigação sobre a adaptação da carteira de alianças ao mostrar que, para além de factores externos como a mudança tecnológica e a incerteza do mercado, as empresas também ajustam as suas carteiras de colaborações externas em resposta a factores internos, especificamente o feedback do desempenho da inovação. Além disso, os nossos resultados também demonstram que as respostas das empresas ao desempenho da inovação em relação às aspirações variam consoante a fase do seu ciclo de vida.
Contributos sociais / de gestão: O nosso estudo também tem várias implicações para os gestores. Em primeiro lugar, os gestores de empresas com bom desempenho devem encarar o facto de excederem as aspirações de inovação como um sinal para procurarem colaborações para expandir novas tecnologias e conhecimentos. O seu desempenho dá-lhes uma posição de negociação mais forte para a formação de joint ventures, permitindo-lhes garantir condições mais favoráveis. Além disso, devem, neste caso, procurar parcerias para partilhar os riscos associados a projectos de inovação de ponta, em vez de investirem apenas em perspectivas de inovação interna. Para as empresas jovens, que tendem a responder de forma mais agressiva quando ultrapassam as suas aspirações de inovação, os gestores devem adotar estratégias de parceria arrojadas. Em contrapartida, os gestores de empresas maduras devem concentrar os seus recursos no desenvolvimento interno, em fusões e aquisições ou em parcerias que ajudem a manter a autonomia dessas empresas.
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