Desarrollo de capacidad dinámica en estrategias sociales

Leão, Pablo; Gama, Marina Amado Bahia; Fleury, Maria Tereza Leme

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Revista de Administração de Empresas

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ARTICLES • Rev. adm. empres. 63 (5) • 2023 • https://doi.org/10.1590/S0034-759020230502 copiar

Desarrollo de capacidad dinámica en estrategias sociales

Autoría SCIMAGO INSTITUTIONS RANKINGS

RESUMEN

Este trabajo tiene como objetivo comprender cómo las empresas desarrollan una capacidad dinámica para implementar estrategias sociales para gestionar las presiones de los stakeholders locales y globales. Se realizó un estudio de caso múltiple con cuatro multinacionales brasileñas del sector de celulosa y papel. Estas empresas desarrollan una capacidad dinámica que les permite adaptarse a un entorno cambiante al monitorear y aprender de sus stakeholders, cultivar relaciones y asociaciones mutuamente beneficiosas con otras organizaciones, y adoptar o influir constantemente en prácticas sostenibles. Los resultados de este artículo amplían la literatura en la que convergen estrategias sociales y capacidades dinámicas al presentar evidencia de que estas empresas están desarrollando y desplegando una capacidad dinámica que permite la implementación de estrategias sociales. Los resultados también muestran que las empresas pueden desarrollar capacidades complejas y dinámicas para gestionar las demandas de los stakeholders a nivel local y mundial. Este artículo contribuye a las literaturas sobre capacidad dinámica y estrategias sociales, al demostrar que dicha capacidad es fundamental en la gestión de múltiples stakeholders.

Palabras clave:
estrategias sociales; capacidad dinámica; actividades sociales y ambientales

Organization’s name	Interviewee Position	Number of interviews/years	Online	Time (min)
Alfa, company	Sustainability Manager and Strategy Director	1/ 2018	No	84
Beta, company	Sustainability Manager	1/2019, 1/2020	Yes Yes	83 53
Delta, company	Sustainability Manager	1/2020	Yes	44
Gama, company	Sustainability Manager	1/2020	Yes	67
Quilombolas	Community Leader	1/2019	Yes	56
WorldWide Fund for Nature (WWF)	Conservation Analyst	1/2019	Yes	46
Forest Stewardship Council (FSC)	Technical Coordinator	1/2019	Yes	81
Foundation Strategy Group (FSG)	Manager	1/2019	Yes	54
Carbon Disclosure Project (CDP)	Manager	1/2019	Yes	35

Company	Annual Report	Sustainability Reports	News, website pages, and third part reports
Alfa	5	17	61
Beta	16	7	141
Delta	27	7	44
Gama	5	4	112

Quotes/Evidence	First-order categories	Second-order categories
- There are several communication channels through which we communicate with stakeholders and receive their demands (Delta - Sustainability manager). - We have a complaint channel [to communicate with stakeholders] (Beta - Sustainability manager)	Establish a communication channel to receive information/demands	Monitoring the environment
The company has employees to monitor and collect data to identify each region’s demands and needs. (Delta - Annual Report2013) - We have periodic meetings with the community, and we have a network of odor perception nearby our plants. (Beta - Sustainability manager)	Collect and systematize data through structured reports (Materiality Matrix)
- We have mapped 16 communities within our direct influencing area. (Delta - Annual Report2020) - It is essential that we need to acquire local knowledge. Those impacts are often local and regional. (Beta - Sustainability manager)	Systemic mapping of the environment
- We participate in Forest Dialogue. (Delta - Sustainability manager) - We participate in a discussion group with the WWF. (Gama - Sustainability manager)	Participate on a variety of platforms related to sustainability	Learning from the stakeholders
- Along 2019, we have consulted our entire chain of stakeholders and reflected with them on the development of a new sustainability strategy. (Beta - Sustainability manager) - We also participate in discussion groups with the [industry association] Industria Brasileira de Árvores. (Delta - Sustainability manager)	Constant dialogue with stakeholders
In the prioritizing phase, a multistakeholder consultation was conducted through interviews with executives and community leaders. We consulted with employees, forest partners, suppliers, clients, and government agencies. (Delta - Annual report 2019) - We have a human rights specialist, a climate change specialist (…) in total, nine external representatives bring a broad and strategic perspective. (Alfa - Sustainability manager)	Knowledge acquisition

Quotes/Evidence	First-order categories	Second-order categories
- We have a department exclusively dedicated to the relationship with the community. (Gama - Sustainability manager). - [Due to the land dispute with communities], we have created a dialogue environment to communicate with communities. Thus, we can listen to them, and along with partners and academic institutions, we have worked to reduce this kind of conflict. (Beta - Sustainability manager).	Support community through economic and social programs	Nurturing relationship and Fostering Partnership
- We have a partnership with the Health Department in which they provide a dentist to teach buccal hygiene, and we provide the kits with floss, toothbrush, and toothpaste for the kids. (Delta - Sustainability manager). - For all these agents [government], we have an agenda to nurture a positive relationship. Thus, we conduct a tour of our plants; we send out annual reports e reports of our forest management plan. (Delta - Sustainability manager) - We are partners with several government agencies, especially with the state government (Gama - Sustainability manager)	Collaborate with the government to create a healthy business environment
- The project positively impacts teachers and students. They participate in activities [we sponsor] in partnership with the NGO Itapoty. (Beta - Annual report 2017) - We are open to working closely with the NGOs. We have been working mainly with the WWF. (Delta - Sustainability manager)	Collaborate with nonprofit organizations

Quotes/Evidence	First-order categories	Second-order categories
- The ESG relevance has increased a lot. Hedge funds are demanding the ESG prioritization; we have been aligned with the ESG for a while already. (Gama - Sustainability manager)	Adoption of environmental criteria	Adoption of environmental rules
- There is a strong tendency of scenario change in Asia. A few years ago, they did not require FSC certification [to export]; they did not question the regulations, but it has changed a lot. (Alfa - Sustainability manager) - We are certified by the FSC, which is globally recognized (Delta - Sustainability manager)	Adoption of environmental certification	Adoption of environmental rules
- Climate change is one of our [causes]. It is impossible for us not to talk about it and not push this agenda. (Beta - Sustainability manager)	Push agendas (carbon)	Influence the regulatory process
- The three projects should generate approximately 900 jobs, and they will be made feasible through tax incentives. (…)the company seeks to strengthen its ties with the state and amplify its contributions to the region’s development. (Beta - Sustainability manager) - The company have made the most significant private investment in the state in 2020 - it was 9BRL billion. (Gama - Sustainability manager)	Develop an interdependent relationship with regulators	Influence the regulatory process
The Brazilian paper company Beta sold 10-years bonds in dollars with a similar penalty if emission targets are not achieved. (Beta - DOC296) Gama has issued two green bounds of US$ 500 million eachin the international market. In addition, the company has been investing in ten sustainable projects. (Gama - DOC434).	Adoption to green bonds	Generate shareholder value
- We have the lowest debt index in history. That shows the value of the ESG strategies, the value of Sustainability. (Beta - Sustainability manager) - If Brazil fights deforestation, it can open a world of opportunities. (Beta - DOC323).	Sustainability as a source of value	Generate shareholder value

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