Acessibilidade / Reportar erro

Dois motores do crescimento corporativo

Resumos

Este artigo propõe a estrutura geral de dois motores atuantes em processos de crescimento da empresa. São eles: o de crescimento contínuo, que compreende um processo no qual crescimento produz mais crescimento, e o de co-evolução, que relaciona o crescimento concomitante de um todo e suas partes, a exemplo de uma indústria (todo) e suas firmas (partes). A concepção dos motores inspirou-se na obra de Chandler intitulada The visible hand (1977). O minucioso exame da obra segundo a perspectiva orientada a processo de Mohr (1982) buscou responder à questão "qual é a teoria de Chandler a respeito de como e por que a moderna empresa de negócios (MEN) surgiu e cresceu?". Quatro classes de processos - formação da MEN, desenvolvimento da MEN, formação da indústria e desenvolvimento da indústria - foram identificadas e descritas por meio de encadeamentos de relações de necessidade (baseadas em condições necessárias mas não suficientes). Embora tenham menor poder preditivo que as relações causais (baseadas em condições necessárias e suficientes), as relações de necessidade parecem melhor descrever a realidade complexa das relações envolvidas em processos organizacionais. Finalmente, o exame do crescimento da indústria de microcomputadores à luz dos motores de crescimento propostos fornece evidências de que estes são adequados para analisar indústrias modernas, sugerindo que os motores de crescimento contínuo e de co-evolução são potencialmente trans-históricos e oferecem contribuição para uma teoria geral e para a prática da gestão do crescimento corporativo.

Crescimento da empresa; motores de crescimento; crescimento contínuo; co-evolução de firmas e indústria


This paper advances the general structure of two motors in corporate growth processes. They are: the continuing growth motor, which comprises a process whereby growth produces more growth, and the co-evolution motor, relating the concomitant growth of parts and whole, such as firms (parts) and their industry (whole). The paper drew on Chandler´s "The Visible Hand" (1977) to derive the proposed motors. Chandler's book was thoroughly examined within Mohr's (1982) process-oriented perspective seeking to answer the question "what is Chandler's theory on how and why did the modern business enterprise (MBE) appear and grow?" Four processes - MBE formation, MBE development, industry formation and industry development - were identified and described by means of chains of necessary relations (base on necessary conditions). Although endowed with less predictive power than causal relations (based on necessary and sufficient conditions), necessary relations are likely to better describe the complexity of social processes. Finally, the microcomputers industry growth was examined in the light of the proposed motors. The analysis revealed their adequacy to explain the emergence of modern industries, suggesting that the proposed motors are potentially transhistorical, contributing therefore to a general theory and to the management of corporate growth.

Corporate growth; growth motors; continuing growth; co-evolution of firms and industry


ESTRATÉGIA

Dois motores do crescimento corporativo

Denise L. Fleck

Coppead-UFRJ / Mine Research Program

RESUMO

Este artigo propõe a estrutura geral de dois motores atuantes em processos de crescimento da empresa. São eles: o de crescimento contínuo, que compreende um processo no qual crescimento produz mais crescimento, e o de co-evolução, que relaciona o crescimento concomitante de um todo e suas partes, a exemplo de uma indústria (todo) e suas firmas (partes). A concepção dos motores inspirou-se na obra de Chandler intitulada The visible hand (1977). O minucioso exame da obra segundo a perspectiva orientada a processo de Mohr (1982) buscou responder à questão "qual é a teoria de Chandler a respeito de como e por que a moderna empresa de negócios (MEN) surgiu e cresceu?". Quatro classes de processos – formação da MEN, desenvolvimento da MEN, formação da indústria e desenvolvimento da indústria – foram identificadas e descritas por meio de encadeamentos de relações de necessidade (baseadas em condições necessárias mas não suficientes). Embora tenham menor poder preditivo que as relações causais (baseadas em condições necessárias e suficientes), as relações de necessidade parecem melhor descrever a realidade complexa das relações envolvidas em processos organizacionais. Finalmente, o exame do crescimento da indústria de microcomputadores à luz dos motores de crescimento propostos fornece evidências de que estes são adequados para analisar indústrias modernas, sugerindo que os motores de crescimento contínuo e de co-evolução são potencialmente trans-históricos e oferecem contribuição para uma teoria geral e para a prática da gestão do crescimento corporativo.

Palavras-chave: Crescimento da empresa, motores de crescimento, crescimento contínuo, co-evolução de firmas e indústria.

ABSTRACT

This paper advances the general structure of two motors in corporate growth processes. They are: the continuing growth motor, which comprises a process whereby growth produces more growth, and the co-evolution motor, relating the concomitant growth of parts and whole, such as firms (parts) and their industry (whole). The paper drew on Chandler´s "The Visible Hand" (1977) to derive the proposed motors. Chandler's book was thoroughly examined within Mohr's (1982) process-oriented perspective seeking to answer the question "what is Chandler's theory on how and why did the modern business enterprise (MBE) appear and grow?" Four processes – MBE formation, MBE development, industry formation and industry development – were identified and described by means of chains of necessary relations (base on necessary conditions). Although endowed with less predictive power than causal relations (based on necessary and sufficient conditions), necessary relations are likely to better describe the complexity of social processes. Finally, the microcomputers industry growth was examined in the light of the proposed motors. The analysis revealed their adequacy to explain the emergence of modern industries, suggesting that the proposed motors are potentially transhistorical, contributing therefore to a general theory and to the management of corporate growth.

Key words: Corporate growth, growth motors, continuing growth, co-evolution of firms and industry.

Texto completo disponível apenas em PDF.

Full text available only in PDF format.

Referências bibliográficas

ALDRICH, H. B., MCKELVEY e ULRICH. Design strategy from the population-ecology perspective. Journal of Management, v. 10, n. 1, p. 6786, 1984.

ANDRADE, N. Vetores estratégicos para a autoperpetuação da empresa. 2003. Dissertação (Mestrado) – Coppead, Universidade Federal do Rio de Janeiro.

BEST, M. H. The new competition. Cambridge : Harvard University Press, 1990.

BUNGE, M. Causality and modern science. New York : Dovers, 1979.

BUTLER, R. e CARNEY, M. G. Managing markets: implications for the make-buy decision. Journal of Management Studies, v. 20, n. 2, p. 213-31, 1983.

CHANDLER, A. D. Strategy and structure. Cambridge : MIT Press, 1962.

CHANDLER, A. D. The visible hand. Cambridge : Belknap Press of Harvard University Press, 1977.

CORIAT, B. e WEINSTEIN, O. Les nouvelles théories de l'entreprise. Librairie Générale Française, 1995.

DRUCKER, P. The practice of management. New York : Harper & Row, 1954.

GREINER, L. E. Evolution and revolution as organizations grow. Harvard Business Review, v. 50, n. 4, p. 37-46, 1972.

HASTINGS, D. Lincoln Electric's harsh lessons from international expansion. Harvard Business Review, p. 163-78, May /June 1999.

JONES, G. Microsoft Corporation in 1996. In: Hill, C. e Jones, G. Strategic management. 4th. ed. Houghton Mifflin Company, 1998.

JONES, G. e PETERS, S. The fall of IBM. In: Hill, C. e Jones, G. Strategic management. 3rd. ed. Houghton Mifflin Company, 1994.

JORDE, T. M. e TEECE, T. J. Competition and cooperation: striking the right balance. California Management Review, p. 25-37, Spring 1999.

LEONTIADES, M. Rationalizing unrelated acquisitions. California Management Review, v. XXIV, n. 3, p. 5-14, 1982.

MACMILLAN, I. C. The emerging forum for business policy scholars. Strategic Management Journal, v. 12, p. 161-5, 1991.

MCKELVEY, B. e ALDRICH, H. Populations, natural selections, and applied organizational science. Administrative Science Quarterly, v. 28, p. 101-28, 1983.

MINTZBERG, H., AHLSTRAND, B. e LAMPEL, J. Strategy safari. New York : Free Press, 1998.

MODIS, T. Life cycle: forecasting the rise and fall of almost anything. The Futurist, p. 20-5, Sep. /Oct. 1994.

MOHR, L. B. Explaining organizational behavior: the limits and possibilities of theory and research. San Francisco : Jossey-Bass, 1982.

NIELSEN, R. P. Cooperative strategy. Strategic Management Journal, v. 9, p. 475-92, 1988.

NORMANN, R. Management for growth. Nova York : John Wiley & Sons, 1977.

PENROSE, E. T. The theory of the growth of the firm. White Plains : E. M. Sharpe, 1980.

PORTER, M. Towards a dynamic theory of strategy. Strategic Management Journal, v. 12, p. 95-117, 1991.

RAMANUJAM, V. e VARADARAJAN, P. Research on corporate diversification: a synthesis. Strategic Management Journal, v. 10, p. 523-51, 1989.

ROBINS, J. A. Organizational economics: notes on the use of transaction-cost theory in the study of organization. Administrative Science Quarterly, v. 32, p. 68-86, 1987.

ROGERS, E. e SHOEMAKER, F. Communication of innovations. Free Press, 1971.

ROWLINSON, M. Strategy, structure and culture: Cadbury, divisionalization and merger in the 1960s. Journal of Management Studies, v. 32, n. 2, p. 121-50, 1995.

SOCKELL, D. Book review – Sanford M. Jacoby: employing bureaucracy: managers, unions and the transformation of work in American industry, 1900-1945. Administrative Science Quarterly, p. 659-61, 1988.

SSCI – Social Sciences Citation Index. Institute for Scientific Information, Inc., Philadelphia, Pennsylvania, [s.d. ].

STANTON, D. Apple Computer, Inc. – 1998. In: David, F. Strategic management. Prentice Hall, 1999. p. 424-33.

STARBUCK, W. H. Organizational growth and development. In: Starbuck,

W. H. (Ed.). Organizational growth and development: selected readings. Harmondsworth : Penguin Books, 1971. p. 11-141.

WRIGHT, M. The make-buy decision and managing markets: the case of management buy-outs. Journal of Management Studies, v. 23, n. 4, p. 44364, 1986.

Denise L. Fleck

Professora adjunta da Coppead-UFRJ. Ph.D. em Management pela McGill University, Canadá. Membro do Programa Internacional de Pesquisa MINE - Managing Innovation in the New Economy. Interesses de pesquisa em crescimento sustentado da empresa, mudança organizacional, capacitações organizacionais para o crescimento, dinâmica da inovação no concomitante crescimento da firma e de setores econômicos e perfil de liderança em processos de crescimento da firma. E-mail: denise@coppead.ufrj.br Endereço: Caixa Postal 68514, CEP 21945-970, Rio de Janeiro, RJ.

  • ALDRICH, H. B., MCKELVEY e ULRICH. Design strategy from the population-ecology perspective. Journal of Management, v. 10, n. 1, p. 6786, 1984.
  • ANDRADE, N. Vetores estratégicos para a autoperpetuação da empresa 2003. Dissertação (Mestrado) Coppead, Universidade Federal do Rio de Janeiro.
  • BEST, M. H. The new competition Cambridge : Harvard University Press, 1990.
  • BUNGE, M. Causality and modern science New York : Dovers, 1979.
  • BUTLER, R. e CARNEY, M. G. Managing markets: implications for the make-buy decision. Journal of Management Studies, v. 20, n. 2, p. 213-31, 1983.
  • CHANDLER, A. D. Strategy and structure Cambridge : MIT Press, 1962.
  • CHANDLER, A. D. The visible hand Cambridge : Belknap Press of Harvard University Press, 1977.
  • CORIAT, B. e WEINSTEIN, O. Les nouvelles théories de l'entreprise Librairie Générale Française, 1995.
  • DRUCKER, P. The practice of management New York : Harper & Row, 1954.
  • GREINER, L. E. Evolution and revolution as organizations grow. Harvard Business Review, v. 50, n. 4, p. 37-46, 1972.
  • HASTINGS, D. Lincoln Electric's harsh lessons from international expansion. Harvard Business Review, p. 163-78, May /June 1999.
  • JONES, G. Microsoft Corporation in 1996. In: Hill, C. e Jones, G. Strategic management 4th ed. Houghton Mifflin Company, 1998.
  • JONES, G. e PETERS, S. The fall of IBM. In: Hill, C. e Jones, G. Strategic management 3rd ed. Houghton Mifflin Company, 1994.
  • JORDE, T. M. e TEECE, T. J. Competition and cooperation: striking the right balance. California Management Review, p. 25-37, Spring 1999.
  • LEONTIADES, M. Rationalizing unrelated acquisitions. California Management Review, v. XXIV, n. 3, p. 5-14, 1982.
  • MACMILLAN, I. C. The emerging forum for business policy scholars. Strategic Management Journal, v. 12, p. 161-5, 1991.
  • MCKELVEY, B. e ALDRICH, H. Populations, natural selections, and applied organizational science. Administrative Science Quarterly, v. 28, p. 101-28, 1983.
  • MINTZBERG, H., AHLSTRAND, B. e LAMPEL, J. Strategy safari New York : Free Press, 1998.
  • MODIS, T. Life cycle: forecasting the rise and fall of almost anything. The Futurist, p. 20-5, Sep. /Oct. 1994.
  • MOHR, L. B. Explaining organizational behavior: the limits and possibilities of theory and research. San Francisco : Jossey-Bass, 1982.
  • NIELSEN, R. P. Cooperative strategy. Strategic Management Journal, v. 9, p. 475-92, 1988.
  • NORMANN, R. Management for growth Nova York : John Wiley & Sons, 1977.
  • PENROSE, E. T. The theory of the growth of the firm White Plains : E. M. Sharpe, 1980.
  • PORTER, M. Towards a dynamic theory of strategy. Strategic Management Journal, v. 12, p. 95-117, 1991.
  • RAMANUJAM, V. e VARADARAJAN, P. Research on corporate diversification: a synthesis. Strategic Management Journal, v. 10, p. 523-51, 1989.
  • ROBINS, J. A. Organizational economics: notes on the use of transaction-cost theory in the study of organization. Administrative Science Quarterly, v. 32, p. 68-86, 1987.
  • ROGERS, E. e SHOEMAKER, F. Communication of innovations Free Press, 1971.
  • ROWLINSON, M. Strategy, structure and culture: Cadbury, divisionalization and merger in the 1960s. Journal of Management Studies, v. 32, n. 2, p. 121-50, 1995.
  • SOCKELL, D. Book review Sanford M. Jacoby: employing bureaucracy: managers, unions and the transformation of work in American industry, 1900-1945. Administrative Science Quarterly, p. 659-61, 1988.
  • SSCI Social Sciences Citation Index Institute for Scientific Information, Inc., Philadelphia, Pennsylvania, [s.d.
  • STANTON, D. Apple Computer, Inc. 1998. In: David, F. Strategic management Prentice Hall, 1999. p. 424-33.
  • WRIGHT, M. The make-buy decision and managing markets: the case of management buy-outs. Journal of Management Studies, v. 23, n. 4, p. 44364, 1986.

Datas de Publicação

  • Publicação nesta coleção
    25 Jul 2011
  • Data do Fascículo
    Dez 2003
Fundação Getulio Vargas, Escola de Administração de Empresas de S.Paulo Av 9 de Julho, 2029, 01313-902 S. Paulo - SP Brasil, Tel.: (55 11) 3799-7999, Fax: (55 11) 3799-7871 - São Paulo - SP - Brazil
E-mail: rae@fgv.br