Influence strategy in the JBS and Odebrecht groups

scope of action and strategic objectives

Authors

DOI:

https://doi.org/10.5585/2024.24896

Keywords:

influence strategy, non-market strategy, JBS, Odebrecht, lobbying

Abstract

Objective: The objective of this study was to identify and categorize influence strategy objectives pursued by JBS and Odebrecht in order to gain a competitive advantage in their relationship with the State.

Theoretical framework: Beyond the theoretical perspective of the non-market strategy, and based on economic sociology, the concept of influence strategy was used to analyze social, political, and economic relations between the State and corporations.

Method: We employed a ‘structure analysis’ for the identified events, based on over 35 hours of video recordings with 27 executives from the aforementioned companies.

Results: We identified 23 cases of influence strategies, in which private actors used complex actions in Company-State relations in search of gains from sources of competitive advantages.

Conclusion: Three common strategic goals were identified: i) contract winning; ii) regulation/exemption; iii) influence on the public bureaucracy at the municipal, state, and federal levels.

Downloads

Download data is not yet available.

Author Biographies

Rui Fernando Correia Ferreira, Federal University of Minas Gerais (UFMG) - Belo Horizonte, Minas Gerais

Doutor em Administração, Universidade Federal de Minas Gerais (UFMG), Belo Horizonte, Minas Gerais - Brasil

Dr. Felipe Fróes Couto, State University of Montes Claros (UNIMONTES) - Montes Claros, Minas Gerais

Professor at the State University of Montes Claros - UNIMONTES. Full member of the Graduate Programs in Social Development (PPGDS) and Professional Graduate Program in Economic Development and Business Strategy (PPGDEE). Holds a Master's degree (2015) and a Doctorate degree (2020) in Administration from the Federal University of Minas Gerais. Bachelor's degree in Administration (2010) from Unimontes and in Law (2011) from the University Center FIPMoc

Dra. Lívia Almada, Federal University of Juiz de Fora (UFJF) - Juiz de Fora, Minas Gerais

Associate Professor in the Department of Administration at the School of Business Administration and Accounting of the Federal University of Juiz de Fora - UFJF, specializing in People Management, Organizational Sustainability, and Entrepreneurship. Permanent member of the faculty at the Graduate Program in Administration (PPGA) at FACC/UFJF. Currently, serving as the Vice Coordinator of the Bachelor's degree in Business Administration at FACC/UFJF. Holds a Doctorate and Master's degree in Administration from the Center for Postgraduate Studies in Administration at the Federal University of Minas Gerais - CEPEAD/UFMG

Dr. Bruno de Almeida Vilela, Federal University of Espírito Santo (UFES) - Vitória, Espírito Santo

Professor in the Business Administration program at the Federal University of Espírito Santo, specializing in Operations Management and Logistics. Holds a Ph.D. from the Center for Research and Postgraduate Studies in Administration at the Federal University of Minas Gerais, with a focus on Marketing, Strategy, and Operations. Completed a sandwich Ph.D. at Technische Universität Braunschweig, at the Institut für Controlling & Unternehmensrechnung. Completed a Master's degree at the Center for Research and Postgraduate Studies in Administration at the Federal University of Minas Gerais (2015), with a focus on Marketing, Strategy, and Operations.

References

Aidt, T., Dutta, J., & Sena, V. (2008). Governance regimes, corruption and growth: Theory and evidence. Journal of comparative economics, 36(2), 195-220. https://doi.org/10.1016/j.jce.2007.11.004

Bansal, P., & Hoffman, A. J. (Eds.). (2012). The Oxford handbook of business and the natural environment. Oxford University Press.

Baron, D. P. (2016). Strategy beyond markets: A step back and a look forward. In Strategy beyond markets (Vol. 34, pp. 1-54). Emerald Group Publishing Limited. https://doi.org/10.1108/S0742-332220160000034002

Baron, D. P. (1999). Integrated market and nonmarket strategies in client and interest group politics. Business and Politics, 1(1), 7-34. https://doi.org/10.1515/bap.1999.1.1.7

Baron, D. P. (1995a). Integrated strategy: Market and nonmarket components. California management review, 37(2), 47-65. https://doi.org/10.2307/41165788

Baron, D. P. (1995b). The nonmarket strategy system. MIT Sloan Management Review, 37(1), 73.

Bauer, M. W., & Gaskell, G. (2017). Pesquisa qualitativa com texto, imagem e som: um manual prático. Editora Vozes Limitada.

Baumgartner, F. R. (1996). Public interest groups in France and the United States. Governance, 9(1), 1-22. https://doi.org/10.1111/j.1468-0491.1996.tb00231.x

Bell, E., & Leonard, P. (2018). Digital organizational storytelling on YouTube: Constructing plausibility through network protocols of amateurism, affinity, and authenticity. Journal of Management Inquiry, 27(3), 339-351. https://doi.org/10.1177/1056492616660765

Berry, J. M. (1989). The Interest Group Society. Boston: Scott, Foresman. Little Brown Series in Political Science.

Bucheli, M., & DeBerge, T. (2023). Multinational enterprises’ nonmarket strategies: Insights from History. International Business

Review, 102198.

Coelho, C. C., & Barros, A. (2021). Padrinhos e caciques: o lado sombrio da atividade política corporativa na captura do Estado. RECADM, 20(1), 15-42. https://doi.org/10.21529/RECADM.2021001

de Lima, M. D. X., Prazeres, R. V. D., Araújo, J. G. D., & Lagioia, U. C. T. (2016). Um estudo sobre as doações realizadas pelas companhias de capital aberto aos partidos políticos nas eleições brasileiras em 2014. Revista Ambiente Contábil, 8(2), 249-262.

Doh, J. P., Lawton, T. C., & Rajwani, T. (2012). Advancing nonmarket strategy research: Institutional perspectives in a changing world. Academy of management perspectives, 26(3), 22-39. https://doi.org/10.5465/amp.2012.0041

Dutt, P., & Traca, D. (2010). Corruption and bilateral trade flows: extortion or evasion?. The Review of Economics and Statistics, 92(4), 843-860. https://doi.org/10.1162/REST_a_00034

Eden, C. (2004). Analyzing cognitive maps to help structure issues or problems. European Journal of Operational Research, 159(3), 673-686. https://doi.org/10.1016/S0377-2217(03)00431-4

Faria, A., Abdalla, M. M., & Guedes, A. L. (2021). Can we co-construct a field of management/administration engaged with the majority?. Organizações & Sociedade, 28, 549-581. https://doi.org/10.1590/1984-92302021v28n9804EN

Faria, A., & Abdalla, M. M. (2014). O que é (estratégia de) não mercado? Organizações & Sociedade, 21, 315-333. https://doi.org/10.1590/S1984-92302014000200007

Ferreira, R. F. C. (2018). Estratégia de influência: o ganho de vantagens competitivas de empresas em suas relações com o Estado. [Doctoral dissertation]. Universidade Federal de Minas Gerais. http://hdl.handle.net/1843/38871

Ferreira, R. F. C., Vilela, B. de A., Muniz, R. M. & Gonçalves, C. A. (2020). Estratégia de Influência: Proposição de um conceito teórico para compreensão das relações entre empresas e Estado. XXIII SEMEAD, São Paulo.

Finger, M. D. O. (2019). A atuação Política das Empresas: Um Estudo de Caso Brasileiro [Doctoral dissertation]. Universidade de Lisboa (Portugal). http://hdl.handle.net/10400.5/19433

Fligstein, N. (2018). The architecture of markets. In The Architecture of Markets. Princeton University Press.

Fligstein, N. (2001). Mercado como política: uma abordagem político-cultural das instituições de mercado. Contemporaneidade e Educação, 6(9), 26-55.

Fligstein, N. (1996). Markets as politics: A political-cultural approach to market institutions. American sociological review, 656-673. https://doi.org/ 10.1002/9780470755679

Fligstein, N., & Dauter, L. (2007). The sociology of markets. Annu. Rev. Sociol., 33, 105-128. https://doi.org/10.1146/annurev.soc.33.040406.131736

Freitas, J. S. (2014). Eventos críticos para a formação de centros tecnológicos de origem acadêmica. [Doctoral dissertation]. Universidade Federal de Minas Gerais. http://hdl.handle.net/1843/BUOS-9NSL2D

Galiazzi, M. C., & Sousa, R. S. (2019). A dialética na categorização da análise textual discursiva: o movimento recursivo entre palavra e conceito. Revista Pesquisa Qualitativa, 7(13), 01-22. https://doi.org/10.33361/RPQ.2019.v.7.n.13.227

Hall, P. A. (2008). Systematic process analysis: When and how to use it. European political science, 7(3), 304-317. https://doi.org/10.1057/palgrave.eps.2210130

Heise, D. R. (1989). Modeling event structures. Journal of Mathematical Sociology, 14(2-3), 139-169. https://doi.org/10.1080/0022250X.1989.9990048

Heise, D. R., & Durig, A. (1997). A frame for organizational actions and macroactions. Journal of Mathematical Sociology, 22(2), 95-123. https://doi.org/10.1080/0022250X.1997.9990197

Henisz, W. J., & Zelner, B. A. (2012). Strategy and competition in the market and nonmarket arenas. Academy of Management Perspectives, 26(3), 40-51. https://doi.org/10.5465/amp.2012.0052

Hodgkinson, G. P., & Healey, M. P. (2008). Cognition in organizations. Annual review of psychology, 59(1), 387-417. https://doi.org/10.1146/annurev.psych.59.103006.093612

Houston, D. A. (2007). Can corruption ever improve and economy. Cato J., 27, 325.

Ismayil, Y., & Tunçalp, D. (2023). Research in new ventures' nonmarket strategies: contributions and opportunities. Management Review Quarterly, 1-46.

Junior, G. A. (2020). Impactos da operação “lava jato” no estado democrático de direito e a necessária aprovação da lei de abuso de autoridade como garantia de direitos fundamentais. International Journal of Digital Law, 1(2), 15-18.

https://doi.org/10.47975/IJDL.20.andreassajr

King, B. G., & Jasper, J. M. (2022). Strategic interactions and arenas: A sociological perspective on strategy. Strategic Organization, 20(4), 810-820. https://doi.org/10.1177/14761270221134285

Lawton, T. C., & Rajwani, T. S. (Eds.). (2015). The Routledge companion to non-market strategy. Routledge.

Lazzarini, S. G. (2007). Mudar tudo para não mudar nada: análise da dinâmica de redes de proprietários no Brasil como "mundos pequenos". RAE eletrônica, 6. https://doi.org/10.1590/S1676-56482007000100007

Lazzarini, S. G. (2011). Capitalismo de laços: os donos do Brasil e suas conexões. Elsevier.

Lazzarini, S. G. (2015). Strategizing by the government: Can industrial policy create firm‐level competitive advantage?. Strategic Management Journal, 36(1), 97-112. https://doi.org/10.1002/smj.2204

Loch, M., & Günther, H. F. (2015). Estratégias de não mercado: uma revisão integrativa. Revista de Administração FACES Journal, 14(1), 81-94. https://doi.org/10.21714/1984-6975FACES2015V14N1ART1985

Lowenberg, J. S. (1993). Interpretive research methodology: Broadening the dialogue. Advances in Nursing Science, 16(2), 57-69. https://doi.org/10.1097/00012272-199312000-00006

Mahoney, J. (2000). Strategies of causal inference in small-N analysis. Sociological methods & research, 28(4), 387-424. https://doi.org/10.1177/0049124100028004001

Mahoney, J., Kimball, E., & Koivu, K. L. (2009). The logic of historical explanation in the social sciences. Comparative Political Studies, 42(1), 114-146. https://doi.org/10.1177/0010414008325433

Massot, P. (2021). The state of the study of the market in political economy: China’s rise shines light on conceptual shortcomings. Competition & change, 25(5), 534-560. https://doi.org/10.1177/1024529420965523

Maurer, A. (2020). Handbook of Economic Sociology for the 21st century. https://link.springer.com/book/10.1007/978-3-030-61619-9

McChesney, F. S. (1997). Money for nothing: politicians, rent extraction, and political extortion. Harvard University Press.

McWilliams, A., Rupp, D. E., Siegel, D. S., Stahl, G. K., & Waldman, D. A. (Eds.). (2019). The Oxford Handbook of Corporate Social Responsibility: Psychological and organizational perspectives. Oxford University Press.

Mennell, S. (1998). Norbert Elias: an introduction. University College Dublin Press.

Méon, P. G., & Sekkat, K. (2005). Does corruption grease or sand the wheels of growth?. Public choice, 122(1), 69-97. https://doi.org/10.1007/s11127-005-3988-0

Méon, P. G., & Weill, L. (2010). Is corruption an efficient grease?. World development, 38(3), 244-259. https://doi.org/10.1016/j.worlddev.2009.06.004

Moraes, R. (1999). Análise de conteúdo. Revista Educação, 7-32.

Norburn, D. (1997). PEST analysis. Blackwell encyclopedia of strategic management. Oxford Blackwell.

Olson, M. (1965). The logic of collective action. Harvard University Press.

Olson, M. (1989). Collective action. In The invisible hand (pp. 61-69). Palgrave Macmillan.

Passos, A. P. P. D., Meneghini, E. M. P., Gama, M. A. B., & Lana, J. (2021). Tem no Magalu: Estratégias Sociais, Políticas e de Mercado Durante a COVID-19. Revista de Administração Contemporânea, 25. https://doi.org/10.1590/1982-7849rac2021200233.por

Peltzman, S. (1976). Toward a more general theory of regulation. The Journal of Law and Economics, 19(2), 211-240. https://www.jstor.org/stable/725163

Polanyi, K. (2001). The great transformation: The political and economic origins of our time. Beacon Press. https://doi.org/10.1002/9780470755679.ch4

Porter, M. E. (1990). The competitive advantage of notions. Harvard Business Review, 68(2), 73-93.

Przeworski, A. (2011). Money, politics, and democracy. [Trabalho apresentado no Departamento de Ciência Política da USP]. Universidade de São Paulo.

Salisbury, R. H. (1975). Interest groups. Handbook of political science, 4, 171-228. https://www.jstor.org/stable/2083192

Sarte, P. D. G. (2000). Informality and rent-seeking bureaucracies in a model of long-run growth. Journal of Monetary Economics, 46(1), 173-197. https://doi.org/10.1016/S0304-3932(00)00020-9

Silva, A. O. D., & Abdalla, M. M. (2020). Desenvolvimento? Para quem? Relações estratégicas entre empresa e sociedade: o lado obscuro da privatização da Companhia Siderúrgica Nacional (CSN). REAd. Revista Eletrônica de Administração, 26, 49-80. https://doi.org/10.1590/1413-2311.276.95590

Skocpol, T. (2008). Bringing the state back in: Retrospect and prospect the 2007 Johan Skytte prize lecture. Scandinavian Political Studies, 31(2), 109-124. https://doi.org/10.1111/j.1467-9477.2008.00204.x

Smelser, N. J., & Swedberg, R. (2005). The Handbook of Economic Sociology. Princeton University Press. https://doi.org/10.1515/9781400835584

Stigler, G. J. (2021). The theory of economic regulation. In The Political Economy (pp. 67-81). Routledge. https://doi.org/10.4324/9781315495811

Sun, P., Doh, J. P., Rajwani, T., & Siegel, D. (2021). Navigating cross-border institutional complexity: A review and assessment of multinational nonmarket strategy research. Journal of International Business Studies, 52(9), 1818-1853.

Swedberg, R. (2021). The Classic Tradition in Economic Sociology. In Handbook of Economic Sociology for the 21st Century (pp. 3-17). Springer, Cham. https://doi.org/10.1007/978-3-030-61619-9_1

Truman, D. B. (2003). The governmental process: Political interests and public opinion. The Democracy Sourcebook. MIT Press. https://lccn.loc.gov/78150772

Vaal, A. D., & Ebben, W. (2011). Institutions and the relation between corruption and economic growth. Review of Development Economics, 15(1), 108-123. https://doi.org/10.1111/j.1467-9361.2010.00596.x

Whittington, R. (1992). Putting Giddens into action: social systems and managerial agency. Journal of management studies, 29(6), 693-712. https://doi.org/10.1111/j.1467-6486.1992.tb00685.x

Winkler, D. M., & Krzeminska, A. (2024). How Context Matters in Non‐market Strategies: Exploring Variations in Corporate Social Responsibility‐Political Activity Relationships. Journal of Management Studies.

Yi, J., Hong, J., Chung Hsu, W., & Wang, C. (2017). The role of state ownership and institutions in the innovation performance of emerging market enterprises: Evidence from China. Technovation, 62, 4-13. https://doi.org/10.1016/j.technovation.2017.04.002

Yin, R. K. (2015). Estudo de Caso: Planejamento e métodos. Bookman Editora

Downloads

Published

15.04.2024

How to Cite

Correia Ferreira, R. F., Fróes Couto, F., Almada Neves, L., & de Almeida Vilela, B. (2024). Influence strategy in the JBS and Odebrecht groups: scope of action and strategic objectives. Revista Ibero-Americana De Estratégia, 23(2), e24896. https://doi.org/10.5585/2024.24896

Issue

Vol. 23 No. 2 (2024): May/Aug.

Section

Articles

License

Copyright (c) 2024 Rui Fernando Correia Ferreira, Felipe Fróes Couto, Lívia Almada Neves, Bruno de Almeida Vilela

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

The author (s) authorize the publication of the manuscript in the journal;

The author (s) guarantee that the contribution is original and unpublished and that it is not being evaluated in another journal (s);

The journal is not responsible for the opinions, ideas and concepts emitted in the texts, as they are the sole responsibility of its author (s);

Editors reserve the right to make textual adjustments and adapt to the publication's rules.

Authors retain the copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Attribution License - 4.0 (CC BY-NC-SA 4.0) that allows the sharing of the work with acknowledgment of authorship and initial publication in this magazine.

Authors are authorized to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (eg, publishing in institutional repository or as a book chapter), with acknowledgment of authorship and initial publication in this journal.

Authors are allowed and encouraged to publish and distribute their work online (eg in institutional repositories or on their personal page) at any point before or during the editorial process, as this can generate productive changes, as well as increase impact and citation of the published work (see “The Effect of Open Access” at http://opcit.eprints.org/oacitation-biblio.html).

Authors can use ORCID for identification. An ORCID identifier is unique to an individual and acts as a persistent digital identifier to ensure that authors (particularly those with relatively common names) can be distinguished and their work appropriately assigned.