Estratégia nas empresas de internet: lições da informalidade

Barros, Marco A.

doi:10.1590/S0034-75902001000400005

Resumos

Pesquisas realizadas sobre o tema de formação de estratégias em pequenas empresas indicam que estas não usam abordagens formais para o apoio ao processo de planejamento estratégico. Elas tendem a utilizar uma abordagem informal e oportunista na criação de estratégias. Os resultados deste artigo mostram que pequenas firmas de prestação de serviços para a Internet não adotam ferramentas do tipo tool-kit. Elas aplicam um conjunto de atividades influenciadas por três dimensões características na formação de estratégias: "incrementalismo", informalidade e networking. Este estudo revela, ainda, que as empresas não empregam, de forma sistemática, as ferramentas acadêmicas concebidas para apoiar o processo de desenvolvimento de estratégias. Essas ferramentas foram percebidas como consumidoras de tempo e impróprias para a adoção pelas empresas analisadas.

Estratégia; Internet; e-business; pequenas empresas; informalidade e estratégia

Previous research on the theme of strategy formation in small companies has found that these companies do not use a formal strategic planning process. Rather, they tend to use a more informal and opportunistic approach to strategy formulation. Instead of using a structured tool-kit-based approach to strategy, the results of this article show that small Internet service firms adopt a distinct process for strategy development. This process is based on three dimensions: incrementalism, informalism and networking. Furthermore, this study reveals that these companies do not use in a systematic way any of the academic tools conceived to support strategy development. These tools were perceived as too time consuming and, to a certain degree, unsuitable for adoption by the case-firms.

Strategy; Internet; e-business; small companies; informalism and strategy

ESTRATÉGIA

Estratégia nas empresas de internet: lições da informalidade

Marco A. Barros

Mestre em Administração pela University of Glasgow Business School e Professor da ESPM-RJ. E-mail: mabarro@hotmail.com

RESUMO

Pesquisas realizadas sobre o tema de formação de estratégias em pequenas empresas indicam que estas não usam abordagens formais para o apoio ao processo de planejamento estratégico. Elas tendem a utilizar uma abordagem informal e oportunista na criação de estratégias. Os resultados deste artigo mostram que pequenas firmas de prestação de serviços para a Internet não adotam ferramentas do tipo tool-kit. Elas aplicam um conjunto de atividades influenciadas por três dimensões características na formação de estratégias: "incrementalismo", informalidade e networking. Este estudo revela, ainda, que as empresas não empregam, de forma sistemática, as ferramentas acadêmicas concebidas para apoiar o processo de desenvolvimento de estratégias. Essas ferramentas foram percebidas como consumidoras de tempo e impróprias para a adoção pelas empresas analisadas.

Palavras-chave: Estratégia, Internet, e-business, pequenas empresas, informalidade e estratégia.

ABSTRACT

Previous research on the theme of strategy formation in small companies has found that these companies do not use a formal strategic planning process. Rather, they tend to use a more informal and opportunistic approach to strategy formulation. Instead of using a structured tool-kit-based approach to strategy, the results of this article show that small Internet service firms adopt a distinct process for strategy development. This process is based on three dimensions: incrementalism, informalism and networking. Furthermore, this study reveals that these companies do not use in a systematic way any of the academic tools conceived to support strategy development. These tools were perceived as too time consuming and, to a certain degree, unsuitable for adoption by the case-firms.

Key words: Strategy, Internet, e-business, small companies, informalism and strategy.

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Full text available only in PDF format.

AMBROSINI, V., JOHNSON, G., SCHOLES, G. Exploring techniques of analysis and evaluation in strategic management London : Prentice Hall Europe, 1998.
BAMBERGER, I. Business policy planning in small and medium-sized firms. Management International Review, v. 20, n. 1, p. 29-50, 1980.
BARKHAN, R. et al. The determinants of small firm growth London : Jessica Kingsley, 1996.
BERRY, M., TAGGART, J. Determinants of growth in small high-tech firms. Glasgow : Strathclyde University, 1993. Strathclyde International Business Unit, Working Paper, v. 93, n. 6.
BOLTON Report. Report of the committee of inquiry on small business firms London : HMSO, 1971.
BURKE, R. Do you see what I see? The future of virtual shopping. Academy of Marketing Science Journal, v. 25, n. 4, p. 352-360, 1997.
BURNS, P. The business plan. In: BURNS, P., DEWURST, J. Small business and entrepreneurship London : Macmillan Business, 1996.
DEWAN, R. M., FREINER, M. L., SEIDMANN, A. Internet service providers, proprietary content and the battle for user's dollars. Communication of the ACM, v. 41, n. 8, p. 43-48, 1998.
EXECUTIVE STRATEGIES. Survey of small and mediumsized ISPs 1998. Disponível na Internet <www.executivestrategies.com>
GIBB, A., SCOTT, M. Strategic awareness, personal commitment and the process of planning in small business. Journal of Management Studies, v. 22, n. 6, p. 597-635, 1985.
HENDRY, C., ARTHUR, M. B., JONES, A. M. Strategy through people: adaptation and learning in the small-medium enterprise. London : Routledge, 1995.
HEYDERBRECK, P. Technology interweavement: a means for new technology-based firms to achieve innovation success. In: JONES-EVANS, D., KLOFSTEN, M. Technology innovation and enterprise: the European experience. London : Macmillan, 1997. p.179-208.
HUMANN, S. E., PROVAN, K. G. An emergent theory of structure and outcomes in small-firm strategic manufacturing networks. Academy of Management Journal, v. 40, n. 2, p. 368-403, 1997.
JOHNSON, G., SCHOLES, K. Exploring corporate strategy: texts and cases. London : Prentice Hall, 1997.
KARE-SILVER, M. Strategy in crisis: why business urgently needs a completely new approach. London : Macmillan, 1997.
LARSON, A. Partner networks: leveraging external ties to improve entrepreneurial performance. Journal of Business Venturing, v. 6, n. 3, p. 173-189, 1991.
LIMITLESS TECHNICAL DIMENSIONS.1980. Disponível na Internet <www.limitless.co.uk/eu-survey/>
» link
LUMPKIN, G. T., DESS, G. G. Simplicity as a strategy-making process: the effects of stage of organisational development and environment on performance. Academy of Management Journal, v. 38, n. 5, p. 1386-1407, 1995.
MILLER, M., TOULOUSE, J. Chief executive personality and corporate strategy and structure in small firm. Management Science, v. 32, n. 11, p. 1388-1409, 1986.
MINTZBERG, H., LAMPEL, J. Reflecting on the strategy process. Sloan Management Review, v. 40, n. 3, p. 21-30, Spring 1999.
O'GORMAN, C. Success strategies in high growth small and medium-sized enterprises. In: JONES-EVANS, D., KLOFSTEN. M. Technology innovation and enterprise: the European experience. London : Macmillan, 1997. p.179-208.
OSTGAARD, T. A., BIRLEY, S. Personal networks and firm competitive strategy: a strategic or coincidental match? Journal of Business Venturing, v. 9, n. 4, p. 281- 306, 1994.
PORTER, M. Competitive strategy: creating and sustaining superior performance. New York : The Free Press, 1980.
QUINN, J. B. Strategies for change: logical incrementalism. Homewood, IL : Irwin, 1980.
RUE, L. W., IBRAHIM, N. A. The relationship between planning sophistication and performance in small business. Journal of Small Business Management, v. 36, n. 4, p. 24-32, Oct. 1998.
SHAW, E. The impact which social networks have upon the development of small professional business service firms. Tese (Doutorado) University of Glasgow Business School, 1997.
STUART, T. E., HOANG, H., HYBELS, R. C. Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative Science Quarterly, v. 44, n. 2, p. 315-349, 1999.
WINGATE, P. Business strategy and growth models: their practical relevance to small business. Dissertação (MBA), University of Glasgow Business School, 1996.
YOFFIE, D. B., CUSUMANO M. A. Judo strategy: the competitive dynamics of Internet time. Harvard Business Review, v. 77, n. 1, p. 71-81, Jan./Feb. 1999.

Datas de Publicação

Publicação nesta coleção
15 Set 2011
Data do Fascículo
Dez 2001

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

[1] AMBROSINI, V., JOHNSON, G., SCHOLES, G. Exploring techniques of analysis and evaluation in strategic management London : Prentice Hall Europe, 1998.

[2] BAMBERGER, I. Business policy planning in small and medium-sized firms. Management International Review, v. 20, n. 1, p. 29-50, 1980.

[3] BARKHAN, R. et al. The determinants of small firm growth London : Jessica Kingsley, 1996.

[4] BERRY, M., TAGGART, J. Determinants of growth in small high-tech firms. Glasgow : Strathclyde University, 1993. Strathclyde International Business Unit, Working Paper, v. 93, n. 6.

[5] BOLTON Report. Report of the committee of inquiry on small business firms London : HMSO, 1971.

[6] BURKE, R. Do you see what I see? The future of virtual shopping. Academy of Marketing Science Journal, v. 25, n. 4, p. 352-360, 1997.

[7] BURNS, P. The business plan. In: BURNS, P., DEWURST, J. Small business and entrepreneurship London : Macmillan Business, 1996.

[8] DEWAN, R. M., FREINER, M. L., SEIDMANN, A. Internet service providers, proprietary content and the battle for user's dollars. Communication of the ACM, v. 41, n. 8, p. 43-48, 1998.

[9] EXECUTIVE STRATEGIES. Survey of small and mediumsized ISPs 1998. Disponível na Internet <www.executivestrategies.com>

[10] GIBB, A., SCOTT, M. Strategic awareness, personal commitment and the process of planning in small business. Journal of Management Studies, v. 22, n. 6, p. 597-635, 1985.

[11] HENDRY, C., ARTHUR, M. B., JONES, A. M. Strategy through people: adaptation and learning in the small-medium enterprise. London : Routledge, 1995.

[12] HEYDERBRECK, P. Technology interweavement: a means for new technology-based firms to achieve innovation success. In: JONES-EVANS, D., KLOFSTEN, M. Technology innovation and enterprise: the European experience. London : Macmillan, 1997. p.179-208.

[13] HUMANN, S. E., PROVAN, K. G. An emergent theory of structure and outcomes in small-firm strategic manufacturing networks. Academy of Management Journal, v. 40, n. 2, p. 368-403, 1997.

[14] JOHNSON, G., SCHOLES, K. Exploring corporate strategy: texts and cases. London : Prentice Hall, 1997.

[15] KARE-SILVER, M. Strategy in crisis: why business urgently needs a completely new approach. London : Macmillan, 1997.

[16] LARSON, A. Partner networks: leveraging external ties to improve entrepreneurial performance. Journal of Business Venturing, v. 6, n. 3, p. 173-189, 1991.

[17] LIMITLESS TECHNICAL DIMENSIONS.1980. Disponível na Internet <www.limitless.co.uk/eu-survey/>
» link

[18] LUMPKIN, G. T., DESS, G. G. Simplicity as a strategy-making process: the effects of stage of organisational development and environment on performance. Academy of Management Journal, v. 38, n. 5, p. 1386-1407, 1995.

[19] MILLER, M., TOULOUSE, J. Chief executive personality and corporate strategy and structure in small firm. Management Science, v. 32, n. 11, p. 1388-1409, 1986.

[20] MINTZBERG, H., LAMPEL, J. Reflecting on the strategy process. Sloan Management Review, v. 40, n. 3, p. 21-30, Spring 1999.

[21] O'GORMAN, C. Success strategies in high growth small and medium-sized enterprises. In: JONES-EVANS, D., KLOFSTEN. M. Technology innovation and enterprise: the European experience. London : Macmillan, 1997. p.179-208.

[22] OSTGAARD, T. A., BIRLEY, S. Personal networks and firm competitive strategy: a strategic or coincidental match? Journal of Business Venturing, v. 9, n. 4, p. 281- 306, 1994.

[23] PORTER, M. Competitive strategy: creating and sustaining superior performance. New York : The Free Press, 1980.

[24] QUINN, J. B. Strategies for change: logical incrementalism. Homewood, IL : Irwin, 1980.

[25] RUE, L. W., IBRAHIM, N. A. The relationship between planning sophistication and performance in small business. Journal of Small Business Management, v. 36, n. 4, p. 24-32, Oct. 1998.

[26] SHAW, E. The impact which social networks have upon the development of small professional business service firms. Tese (Doutorado) University of Glasgow Business School, 1997.

[27] STUART, T. E., HOANG, H., HYBELS, R. C. Interorganizational endorsements and the performance of entrepreneurial ventures. Administrative Science Quarterly, v. 44, n. 2, p. 315-349, 1999.

[28] WINGATE, P. Business strategy and growth models: their practical relevance to small business. Dissertação (MBA), University of Glasgow Business School, 1996.

[29] YOFFIE, D. B., CUSUMANO M. A. Judo strategy: the competitive dynamics of Internet time. Harvard Business Review, v. 77, n. 1, p. 71-81, Jan./Feb. 1999.

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