Impacto dos aspectos intangíveis no ciclo de vida de companhias do setor agrícola

Gerhardt, Vinícius Jaques; Siluk, Julio Cezar Mairesse; Manosso, Thayane Woellner Sviercoski; Stieler, Eduarda Grasel; Rodrigues, Emerson Lemos; Michelin, Claudia de Freitas

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RURAL ENGINEERING • Cienc. Rural 54 (6) • Jun 2024 • https://doi.org/10.1590/0103-8478cr20230267 copiar

Impacto dos aspectos intangíveis no ciclo de vida de companhias do setor agrícola

Autoria SCIMAGO INSTITUTIONS RANKINGS

RESUMO: O objetivo deste trabalho é identificar os aspectos intangíveis (AI) que geram impactos nas empresas do sector agrícola nas diferentes fases do ciclo de vida das empresas. Para isso, utilizamos a metodologia de revisão sistemática para identificar os intangíveis no setor agrícola. Foram analisados estudos sobre o ciclo de vida das empresas para classificar o impacto dos aspectos intangíveis de acordo com a realidade das empresas. A forma como os aspectos intangíveis afetam cada fase do ciclo de vida das empresas do setor mostra que estes apresentam um impacto diferente consoante o período em que a empresa se encontra. Embora grande parte da literatura anterior tenha sugerido que os aspectos intangíveis têm efeitos positivos em diferentes variáveis de desempenho, não existem estudos científicos que abordem especificamente a importância destes aspectos intangíveis no ciclo de vida das empresas do setor agrícola.

Palavras-chave:
aspectos intangíveis; ciclo de vida de companhias; setor agrícola

Autoria

Vinícius Jaques Gerhardt ^*E-mail: viniciusgerhardt92@gmail.com. *Corresponding author.

conceptualization

writing - original draft

writing - review and editing

Programa de Pós-graduação em Engenharia de Produção (PPGEP), Universidade Federal de Santa Maria (UFSM), 97105-900, Santa Maria, Brasil. Universidade Federal de Santa Maria (UFSM)BrazilSanta Maria, BrazilPrograma de Pós-graduação em Engenharia de Produção (PPGEP), Universidade Federal de Santa Maria (UFSM), 97105-900, Santa Maria, Brasil.

https://orcid.org/0000-0002-8430-4268

Julio Cezar Mairesse Siluk

conceptualization

writing - original draft

writing - review and editing

https://orcid.org/0000-0001-6755-7186

Thayane Woellner Sviercoski Manosso

conceptualization

writing - original draft

writing - review and editing

https://orcid.org/0000-0002-9932-5520

Eduarda Grasel Stieler

conceptualization

writing - original draft

writing - review and editing

Curso de Graduação em Engenharia de Produção, Universidade Federal de Santa Maria (UFSM), Santa Maria, Brasil.Universidade Federal de Santa Maria (UFSM)BrazilSanta Maria, BrazilCurso de Graduação em Engenharia de Produção, Universidade Federal de Santa Maria (UFSM), Santa Maria, Brasil.

https://orcid.org/0000-0001-7183-2187

Emerson Lemos Rodrigues

conceptualization

writing - original draft

writing - review and editing

https://orcid.org/0000-0002-8823-1238

Claudia de Freitas Michelin

conceptualization

writing - original draft

writing - review and editing

Programa de Pós-graduação em Ciências Contábeis (PPGCC), Universidade Federal de Santa Maria (UFSM), Santa Maria, Brasil.Universidade Federal de Santa Maria (UFSM)BrazilSanta Maria, BrazilPrograma de Pós-graduação em Ciências Contábeis (PPGCC), Universidade Federal de Santa Maria (UFSM), Santa Maria, Brasil.

https://orcid.org/0000-0001-8385-4631

E-mail: viniciusgerhardt92@gmail.com. ^*Corresponding author.

Editors: Leandro Souza da Silva (0000-0002-1636-6643) Janaína Balk Brandão (0000-0002-3044-3473)

DECLARATION OF CONFLICT OF INTEREST

The authors declare no conflict of interest.

AUTHORS’ CONTRIBUTIONS

All authors contributed equally for the conception and writing of the manuscript. All authors critically revised the manuscript and approved of the final version.

SCIMAGO INSTITUTIONS RANKINGS

Figuras | Tabelas

Figuras (2)
Tabelas (8)

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Figure 1
Flowchart for conducting systematic review.

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Figure 2
Flow of comparison between company life cycle models (MICHELIN et al., 2022MICHELIN, C. DE F. et al. A Qualitative Review of Market-based Company Life Cycle Models. Business Perspectives and Research, p.1-21, 2022. Available from: <Available from: https://journals.sagepub.com/doi/10.1016/j.ausmj.2016.01.003 >. Accessed: Jan. 15, 2023. doi: 10.1177/22785337221127133.
https://journals.sagepub.com/doi/10.1016... ).

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Table 1
Intagible assets and authors.

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Table 2
Impact of the Intangible aspects in “Create” stage.

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Table 3
Impact of the Intangible aspects in “Launch” stage.

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Table 4
Impact of the Intangible aspects in “Stabilize” stage.

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Table 5
Impact of the Intangible aspects in “Extend” stage.

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Table 6
Impact of the Intangible aspects in “Mature” stage.

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Table 7
Impact of the Intangible aspects in “Evolve” stage.

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Table 8
Impact of the Intangible aspects in “Exit” stage.

Figure 1 Flowchart for conducting systematic review.

Figure 2 Flow of comparison between company life cycle models (MICHELIN et al., 2022MICHELIN, C. DE F. et al. A Qualitative Review of Market-based Company Life Cycle Models. Business Perspectives and Research, p.1-21, 2022. Available from: <Available from: https://journals.sagepub.com/doi/10.1016/j.ausmj.2016.01.003 >. Accessed: Jan. 15, 2023. doi: 10.1177/22785337221127133.
https://journals.sagepub.com/doi/10.1016... ).

Table 1 Intagible assets and authors.

Intangible aspects	Authors
Human Capital	CASTILLA-POLO& SÁNCHEZ-HERNÁNDEZ, 2020CASTILLA-POLO, F.; SÁNCHEZ-HERNÁNDEZ, M. I. Cooperatives and sustainable development: A multilevel approach based on intangible assets. Sustainability (Switzerland), v.12, n.10, 2020. Available from: <Available from: https://www.mdpi.com/2071-1050/12/10/4099 >. Accessed: Feb. 12, 2023. doi: 10.3390/su12104099. https://www.mdpi.com/2071-1050/12/10/409... ; KHAN et al., 2016KHAN, H. H. A. et al. Factors affecting performance of co-operatives in Malaysia. International Journal of Productivity and Performance Management, v.65, n.5, p.641-671, 2016. Available from: <Available from: https://www.emerald.com/insight/content/doi/10.1108/IJPPM-05-2014-0077/full/html >. Accessed: Feb. 14, 2023. doi: 10.1108/IJPPM-05-2014-0077. https://www.emerald.com/insight/content/... ;; SUGIARTO et al., 2019SUGIARTO, M. et al. Strengthening the Farmers’ Intellectual Capital of KebumenOngole Grade Cattle Related to Livestock Productions to Face the Industrial Revolution Era 4.0. Institute of Physics Publishing, 2019. Available from: <Available from: https://iopscience.iop.org/article/10.1088/1755-1315/372/1/012006 >. Accessed: Jan. 10, 2023. https://iopscience.iop.org/article/10.10... ; TEJADA-MALASPINA& UN JAN, 2019TEJADA-MALASPINA, M.; UN JAN, A. An intangible-asset approach to strategic business-it alignment. Systems, v.7, n.1, 2019. Available from: <Available from: https://www.mdpi.com/2079-8954/7/1/17 > Accessed: Jan. 19, 2023. doi: 10.3390/systems7010017. https://www.mdpi.com/2079-8954/7/1/17... ; VARGAS-CONTRERAS et al., 2018VARGAS-CONTRERAS, J. A. et al. Trends in knowledge management and competitiveness in the supply chain of the dairy industry. Latin American and Caribbean Consortium of Engineering Institutions, 2018. Available from: <Available from: https://laccei.org/LACCEI2018-Lima/full_papers/FP400.pdf >. Accessed: Jan. 19, 2023. doi: 10.18687/LACCEI2018.1.1.400. https://laccei.org/LACCEI2018-Lima/full_...
Intelectual Capital	ABRUDAN et al., 2022ABRUDAN, D. B. et al. Linking green intellectual capital with green innovation: Examining the roles of green dynamic capabilities and “motivation to achieve legitimacy”.Agricultural Economics (Czech Republic), v.68, n.7, p.250-258, 2022. Available from: <Available from: https://agricecon.agriculturejournals.cz/artkey/age-202207-0002_linking-green-intellectual-capital-with-green-innovation-examining-the-roles-of-green-dynamic-capabilities-and.php >. Accessed: Feb. 14, 2023. doi: 10.17221/97/2022-AGRICECON. https://agricecon.agriculturejournals.cz... ; CASTILLA-POLO; SÁNCHEZ-HERNÁNDEZ, 2020CASTILLA-POLO, F.; SÁNCHEZ-HERNÁNDEZ, M. I. Cooperatives and sustainable development: A multilevel approach based on intangible assets. Sustainability (Switzerland), v.12, n.10, 2020. Available from: <Available from: https://www.mdpi.com/2071-1050/12/10/4099 >. Accessed: Feb. 12, 2023. doi: 10.3390/su12104099. https://www.mdpi.com/2071-1050/12/10/409... ; KHAN et al., 2016KHAN, H. H. A. et al. Factors affecting performance of co-operatives in Malaysia. International Journal of Productivity and Performance Management, v.65, n.5, p.641-671, 2016. Available from: <Available from: https://www.emerald.com/insight/content/doi/10.1108/IJPPM-05-2014-0077/full/html >. Accessed: Feb. 14, 2023. doi: 10.1108/IJPPM-05-2014-0077. https://www.emerald.com/insight/content/... ; NGUYEN-ANH et al., 2022NGUYEN-ANH, T. et al. Do intangible assets stimulate firm performance? Empirical evidence from Vietnamese agriculture, forestry and fishery small- and medium-sized enterprises. Journal of Innovation & Knowledge, v.7, n.3, p.100194, 2022. Available from: <Available from: https://linkinghub.elsevier.com/retrieve/pii/S2444569X22000348 >. Accessed: Feb. 09, 2023. doi: 10.1016/j.jik.2022.100194. https://linkinghub.elsevier.com/retrieve... ; PIROGOVA et al., 2020PIROGOVA, O. et al. Intellectual capital of a trading company: Comprehensive analysis based on reporting. Sustainability (Switzerland), v.12, n.17, 2020. Available from: <Available from: https://www.mdpi.com/2071-1050/12/17/7095 >. Accessed: Feb. 28, 2023. doi: 10.3390/su12177095. https://www.mdpi.com/2071-1050/12/17/709... ; SUGIARTO et al., 2019SUGIARTO, M. et al. Strengthening the Farmers’ Intellectual Capital of KebumenOngole Grade Cattle Related to Livestock Productions to Face the Industrial Revolution Era 4.0. Institute of Physics Publishing, 2019. Available from: <Available from: https://iopscience.iop.org/article/10.1088/1755-1315/372/1/012006 >. Accessed: Jan. 10, 2023. https://iopscience.iop.org/article/10.10... ; SVISTUNOV et al., 2019SVISTUNOV, O. et al. Strategic management of intellectual capital of the enterprise in the framework of informatization of the economy. Academy of Strategic Management Journal, v.18, n.Special Issue 1, p.1-9, 2019. Available from: <Available from: https://www.abacademies.org/articles/strategic-management-of-intellectual-capital-of-the-enterprise-in-the-framework-of-informatization-of-the-economy-8921.html >. Accessed: Feb. 09, 2023. https://www.abacademies.org/articles/str... ; TICHÁ, 2008TICHÁ, I. Intellectual capital reporting. Agricultural Economics, v.54, n.2, p.57-62, 2008. Available from: <Available from: https://agricecon.agriculturejournals.cz/artkey/age-200802-0002_intellectual-capital-reporting.php >. Accessed: Feb. 25, 2023. doi: 10.17221/270-agricecon. https://agricecon.agriculturejournals.cz... ; VARGAS-CONTRERAS et al., 2018VARGAS-CONTRERAS, J. A. et al. Trends in knowledge management and competitiveness in the supply chain of the dairy industry. Latin American and Caribbean Consortium of Engineering Institutions, 2018. Available from: <Available from: https://laccei.org/LACCEI2018-Lima/full_papers/FP400.pdf >. Accessed: Jan. 19, 2023. doi: 10.18687/LACCEI2018.1.1.400. https://laccei.org/LACCEI2018-Lima/full_... ; ZHANG & WANG, 2022ZHANG, J.; WANG, Y. How to Improve the Corporate Sustainable Development? The Importance of the Intellectual Capital and the Role of the Investor Confidence. Sustainability (Switzerland), v.14, n.7, 2022. Available from: <Available from: https://www.mdpi.com/2071-1050/14/7/3749 >. Accessed: Jan. 29, 2023. doi: 10.3390/su14073749. https://www.mdpi.com/2071-1050/14/7/3749...
Social Capital	MOYO et al., 2017MOYO, C. S. et al. Perceptions of community-based field workers on the effect of a longitudinal biomedical research project on their sustainable livelihoods. BMC Public Health, v.17, n.1, 2017. Available from: <Available from: https://bmcpublichealth.biomedcentral.com/articles/10.1186/s12889-017-4138-6 >. Accessed: Jan. 10, 2023. doi: 10.1186/s12889-017-4138-6. https://bmcpublichealth.biomedcentral.co...
Structural Capital	MORIGGI, 2020MORIGGI, A. Exploring enabling resources for place-based social entrepreneurship: a participatory study of Green Care practices in Finland. Sustainability Science, v.15, n.2, p.437-453, 2020. Available from: <Available from: https://link.springer.com/article/10.1007/s11625-019-00738-0 >. Accessed: Feb. 14, 2023. doi: 10.1007/s11625-019-00738-0. https://link.springer.com/article/10.100... ; SUGIARTO et al., 2019SUGIARTO, M. et al. Strengthening the Farmers’ Intellectual Capital of KebumenOngole Grade Cattle Related to Livestock Productions to Face the Industrial Revolution Era 4.0. Institute of Physics Publishing, 2019. Available from: <Available from: https://iopscience.iop.org/article/10.1088/1755-1315/372/1/012006 >. Accessed: Jan. 10, 2023. https://iopscience.iop.org/article/10.10... ; TEJADA-MALASPINA; UN JAN, 2019TEJADA-MALASPINA, M.; UN JAN, A. An intangible-asset approach to strategic business-it alignment. Systems, v.7, n.1, 2019. Available from: <Available from: https://www.mdpi.com/2079-8954/7/1/17 > Accessed: Jan. 19, 2023. doi: 10.3390/systems7010017. https://www.mdpi.com/2079-8954/7/1/17...
Organizational Capital	VARGAS-CONTRERAS et al., 2018VARGAS-CONTRERAS, J. A. et al. Trends in knowledge management and competitiveness in the supply chain of the dairy industry. Latin American and Caribbean Consortium of Engineering Institutions, 2018. Available from: <Available from: https://laccei.org/LACCEI2018-Lima/full_papers/FP400.pdf >. Accessed: Jan. 19, 2023. doi: 10.18687/LACCEI2018.1.1.400. https://laccei.org/LACCEI2018-Lima/full_... ; WANG, et al., 2022WANG, X. et al. Innovation, the knowledge economy, and green growth: Is knowledge-intensive growth really environmentally friendly? Energy Economics, v.115, p.106331, 2022. Available from: <Available from: https://linkinghub.elsevier.com/retrieve/pii/S0140988322004601 >. Accessed: Jan. 29, 2023. doi: 10.1016/j.eneco.2022.106331. https://linkinghub.elsevier.com/retrieve...
Relational Capital	KHAN et al., 2016KHAN, H. H. A. et al. Factors affecting performance of co-operatives in Malaysia. International Journal of Productivity and Performance Management, v.65, n.5, p.641-671, 2016. Available from: <Available from: https://www.emerald.com/insight/content/doi/10.1108/IJPPM-05-2014-0077/full/html >. Accessed: Feb. 14, 2023. doi: 10.1108/IJPPM-05-2014-0077. https://www.emerald.com/insight/content/... ; SUGIARTO et al., 2019SUGIARTO, M. et al. Strengthening the Farmers’ Intellectual Capital of KebumenOngole Grade Cattle Related to Livestock Productions to Face the Industrial Revolution Era 4.0. Institute of Physics Publishing, 2019. Available from: <Available from: https://iopscience.iop.org/article/10.1088/1755-1315/372/1/012006 >. Accessed: Jan. 10, 2023. https://iopscience.iop.org/article/10.10... ; TEJADA-MALASPINA& UN JAN, 2019TEJADA-MALASPINA, M.; UN JAN, A. An intangible-asset approach to strategic business-it alignment. Systems, v.7, n.1, 2019. Available from: <Available from: https://www.mdpi.com/2079-8954/7/1/17 > Accessed: Jan. 19, 2023. doi: 10.3390/systems7010017. https://www.mdpi.com/2079-8954/7/1/17... ; VARGAS-CONTRERAS et al., 2018VARGAS-CONTRERAS, J. A. et al. Trends in knowledge management and competitiveness in the supply chain of the dairy industry. Latin American and Caribbean Consortium of Engineering Institutions, 2018. Available from: <Available from: https://laccei.org/LACCEI2018-Lima/full_papers/FP400.pdf >. Accessed: Jan. 19, 2023. doi: 10.18687/LACCEI2018.1.1.400. https://laccei.org/LACCEI2018-Lima/full_...
Member involvement	HAMMAD AHMAD KHAN et al., 2016KHAN, H. H. A. et al. Factors affecting performance of co-operatives in Malaysia. International Journal of Productivity and Performance Management, v.65, n.5, p.641-671, 2016. Available from: <Available from: https://www.emerald.com/insight/content/doi/10.1108/IJPPM-05-2014-0077/full/html >. Accessed: Feb. 14, 2023. doi: 10.1108/IJPPM-05-2014-0077. https://www.emerald.com/insight/content/...
Pro activity	BASELICE et al., 2021BASELICE, A. et al. A conceptual framework for the evaluation of social agriculture: An application to a project aimed at the employability of young people neet. Sustainability (Switzerland), v.13, n.15, 2021. Available from: <Available from: https://www.mdpi.com/2071-1050/13/15/8608 >. Accessed: Feb. 04, 2023. doi: 10.3390/su13158608. https://www.mdpi.com/2071-1050/13/15/860...
Resources	ROSA et al., 2004ROSA, M. P. et al. Spanish olive oil sector: Diagnosis and axes of development. OCL - Oleagineux Corps Gras Lipides, v.11, n.3, p.189-198, 2004. Available from: <Available from: https://www.ocl-journal.org/articles/ocl/abs/2004/03/ocl2004113p189/ocl2004113p189.html >. Accessed: Dec. 23, 2022. doi: 10.1051/ocl.2004.0189. https://www.ocl-journal.org/articles/ocl...
Values	GRUBBSTRÖM & SOOVÄLI-SEPPING, 2012GRUBBSTRÖM, A.; SOOVÄLI-SEPPING, H. Estonian family farms in transition: a study of intangible assets and gender issues in generational succession. Journal of Historical Geography, v.38, n.3, p.329-339, 2012. Available from: <Available from: https://www.sciencedirect.com/science/article/abs/pii/S0305748812000424?via%3Dihub >. Accessed: Feb. 14, 2023. doi: 10.1016/j.jhg.2012.03.001. https://www.sciencedirect.com/science/ar...
Tradition	GRUBBSTRÖM & SOOVÄLI-SEPPING, 2012GRUBBSTRÖM, A.; SOOVÄLI-SEPPING, H. Estonian family farms in transition: a study of intangible assets and gender issues in generational succession. Journal of Historical Geography, v.38, n.3, p.329-339, 2012. Available from: <Available from: https://www.sciencedirect.com/science/article/abs/pii/S0305748812000424?via%3Dihub >. Accessed: Feb. 14, 2023. doi: 10.1016/j.jhg.2012.03.001. https://www.sciencedirect.com/science/ar...
Knowledge transfer (farm specific capital)	GRUBBSTRÖM & SOOVÄLI-SEPPING, 2012GRUBBSTRÖM, A.; SOOVÄLI-SEPPING, H. Estonian family farms in transition: a study of intangible assets and gender issues in generational succession. Journal of Historical Geography, v.38, n.3, p.329-339, 2012. Available from: <Available from: https://www.sciencedirect.com/science/article/abs/pii/S0305748812000424?via%3Dihub >. Accessed: Feb. 14, 2023. doi: 10.1016/j.jhg.2012.03.001. https://www.sciencedirect.com/science/ar...
Characteristics of entrepreneurs	MORIGGI, 2020MORIGGI, A. Exploring enabling resources for place-based social entrepreneurship: a participatory study of Green Care practices in Finland. Sustainability Science, v.15, n.2, p.437-453, 2020. Available from: <Available from: https://link.springer.com/article/10.1007/s11625-019-00738-0 >. Accessed: Feb. 14, 2023. doi: 10.1007/s11625-019-00738-0. https://link.springer.com/article/10.100...
Professional qualification	WANG, X. et al., 2022WANG, X. et al. Innovation, the knowledge economy, and green growth: Is knowledge-intensive growth really environmentally friendly? Energy Economics, v.115, p.106331, 2022. Available from: <Available from: https://linkinghub.elsevier.com/retrieve/pii/S0140988322004601 >. Accessed: Jan. 29, 2023. doi: 10.1016/j.eneco.2022.106331. https://linkinghub.elsevier.com/retrieve...
Know How	ANDONOVA & RUÍZ-PAVA, 2016ANDONOVA, V.; RUÍZ-PAVA, G. The role of industry factors and intangible assets in company performance in Colombia. Journal of Business Research, v.69, n.10, p.4377-4384, 2016. Available from: <Available from: https://www.sciencedirect.com/science/article/abs/pii/S0148296316302673 >. Accessed: Feb. 17, 2023. doi: 10.1016/j.jbusres.2016.03.060. https://www.sciencedirect.com/science/ar...
Knowledge	WANG, X. et al., 2022WANG, X. et al. Innovation, the knowledge economy, and green growth: Is knowledge-intensive growth really environmentally friendly? Energy Economics, v.115, p.106331, 2022. Available from: <Available from: https://linkinghub.elsevier.com/retrieve/pii/S0140988322004601 >. Accessed: Jan. 29, 2023. doi: 10.1016/j.eneco.2022.106331. https://linkinghub.elsevier.com/retrieve...
Connections with the place	TREJO et al., 2020TREJO, H. X. et al. Setting the scene for slow fashion: Digital explorations of New York’s fibrescape. Fashion, Style and Popular Culture, v.7, n.2-3, p.281-295, 2020. Available from: <Available from: https://intellectdiscover.com/content/journals/10.1386/fspc_00019_1 >. Accessed: Feb. 15, 2023. doi: 10.1386/fspc_00019_1. https://intellectdiscover.com/content/jo...
Computer applications	ARIAS-ROBLES & ALARCÓN, 2021ARIAS-ROBLES, M.; ALARCÓN, S. Economic efficiency of colombian agricultural companies: An empirical study of stochastic production frontiers. DYNA (Colombia), v.88, n.216, p.48-54, 2021. Available from: <Available from: https://revistas.unal.edu.co/index.php/dyna/article/view/85925 >. Accessed: Feb. 12, 2023. doi: 10.15446/dyna.v88n216.85925. https://revistas.unal.edu.co/index.php/d...
Technological Capital	VARGAS-CONTRERAS et al., 2018VARGAS-CONTRERAS, J. A. et al. Trends in knowledge management and competitiveness in the supply chain of the dairy industry. Latin American and Caribbean Consortium of Engineering Institutions, 2018. Available from: <Available from: https://laccei.org/LACCEI2018-Lima/full_papers/FP400.pdf >. Accessed: Jan. 19, 2023. doi: 10.18687/LACCEI2018.1.1.400. https://laccei.org/LACCEI2018-Lima/full_...
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Industrial property	ARIAS-ROBLES & ALARCÓN, 2021ARIAS-ROBLES, M.; ALARCÓN, S. Economic efficiency of colombian agricultural companies: An empirical study of stochastic production frontiers. DYNA (Colombia), v.88, n.216, p.48-54, 2021. Available from: <Available from: https://revistas.unal.edu.co/index.php/dyna/article/view/85925 >. Accessed: Feb. 12, 2023. doi: 10.15446/dyna.v88n216.85925. https://revistas.unal.edu.co/index.php/d...
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Table 2 Impact of the Intangible aspects in “Create” stage.

Intangible aspects	Impact of the Intangibles aspects in the “Create”
Human Capital	Skills and knowledge for business planning and structuring, taking into account market constraints and opportunities.
Intelectual Capital	Ability to use creativity to produce innovation. Difficult-to-replicate asset that can develop unique solutions for business creation.
Pro activity	Pro activity to put planning into practice and carry out actions to create the company.
Characteristics of entrepreneurs	Entrepreneurial characteristics that drive innovation, planning, and business structuring.
Professional qualification	Techniques and skills developed in professional qualification that helps in the development and implementation of solutions.
Know how	Intuition and the knowledge of how to implement ideas to start a business.
Finance strategy	Resource planning for building the business. Analysis of future costs and revenues.
Confidence	This stage requires the confidence of the founder who is creating a new company. Important for the development of innovation.
Animal welfare	Aspect characteristic of the agricultural sector. The initial structuring already considers how the processes will be constituted so that the animal does not suffer during its development.
Natural Capital	Planning and initial structuring of the business consider the natural capital, which covers the quality of soil, water, temperature, and environmental factors.

Table 3 Impact of the Intangible aspects in “Launch” stage.

Intangible aspects	Impact of the Intangibles aspects in the “Launch”
Human Capital	Development of employees to improve their knowledge and experience and increase the competitiveness of the company.
Intelectual Capital	The team's knowledge of the market and how to make the most impact when launching their products or services.
Organizational Capital	Tools to support employee technical development, promote higher productivity, and ensure effective innovation.
Relational Capital	Build and strengthen relationships with key stakeholders.
Member involvement	Discipline and commitment to the company to formulate effective management for the organization.
Values	Clarity of the company's values to the public at the business launch stage.
Know How	Experience and understanding of the business and market the company is entering. Important for the implementation of the introductory measures.
Technological Capital	Technological expertise to support brand launch activities.
Innovative Property	It builds strong relationships with the organization's creative and has a direct relationship with media channels and the marketing team.
R&D	The ability of a company to discover and produce new resources to provide superior goods and services to the competition.
Brand	Represents the culture and the products or services offered by the company. Important for the phase in which the company introduces its business to the market.
Confidence	Managerial confidence is important for the stage that gives the public's first impression of the company.
Advertising	Characteristic development capability of marketing products and services. Purpose of effective dissemination development.

Table 4 Impact of the Intangible aspects in “Stabilize” stage.

Intangible aspects	Impact of the Intangible aspects in the “Stabilize”
Human Capital	Ability of managers to analyze the main positive points and structure new steps for the development of the company.
Intelectual Capital	Knowledge developed within the company that should be used to identify market niches and strategies to exploit opportunities.
Social Capital	Relationships between employees that create internal stability.
Structural Capital	Create a strong culture to develop processes and routines, promote innovation, intellectual property, and good organizational practices.
Organizational Capital	Increase internal productivity of employees by stimulating creativity and encouraging communication in solving problems. This leads to internal growth of the organization.
Relational Capital	Establishing connections with key stakeholders solidifies partners in the development of the organizational structure.
Member involvement	The active participation of members in internal events has an impact on corporate culture, strengthens bonds and creates value.
Values	Emotional relationship associated with the success of the company. Dependent on the owner's emotional attachment to the company.
Know How	Understanding the result of experience in relation to the company's processes and planning new steps.
Customer behavior	Stage in which the company tries to find a gap in the market. It is important to know the behavior of the target audience.
Technological Capital	Mastery of technology to determine the most important points of the company. Negative factors can also be examined using technology.
Innovative property	Innovative property defines the values of capitalized research and development. Stage that enables research for growth.
R&D	The company's ability to develop studies of defined performances in order to promote new strategies.
Finance strategy	Data organization for the management of financial flows. Important to keep the company on the road to prosperity.

Table 5 Impact of the Intangible aspects in “Extend” stage.

Intangible aspects	Impact of the Intangible aspects in the “Extend”
Human Capital	The ability of managers to use their skills and knowledge to manage complex activities and identify new opportunities.
Intelectual Capital	The ability to work as a team in dealing with bureaucracy and formal control of processes, structures, and customers.
Social Capital	Interpersonal relationship networks help to identify requirements and new ideas and to use internal competencies.
Structural Capital	In the extend stage, process management becomes more important than overall goals and must be well managed.
Organizational Capital	It has a positive impact on the ability to innovate products and processes to grow the business.
Relational Capital	Stakeholder relationships provide a useful macro-environmental analysis for developing strategies to expand the market or product category.
Member involvement	In inter-company collaboration, member participation can influence innovation and expansion opportunities.
Proactivity	Proactivity with regard to new opportunities and the understanding that the organization supports change to expand the business.
Professional qualification	The rate of professional qualification has a positive impact on sustainable growth and is associated with the level of innovation, variables that are essential for the expansion of the company.
Know How	Managers' intuition and accumulated knowledge help manage bureaucracy and determine investment priorities.
Technological Capital	The mastery of technology by managers and employees is directly related to the company's ability to innovate and generate value through new products.
Patent	Patented products or processes can help companies differentiate themselves in the marketplace and gain competitive advantage in new markets.
Innovative property	Knowledge acquired through R&D and creative activities becomes part of corporate culture and employees (see Intelectual Capital and Know How).
Intelectual property	Intellectual property rights for products and processes play a strategic, developmental role that enables companies to expand.
R&D	Expand the technological capabilities and increase other intangibles, as well as determine whether investments improve the company's efficiency and productivity.
Innovation Capital	The ability to innovate and invest in innovation drives the continuous development of expanding companies.
Databases	The information obtained from the databases is valuable for scale-up analyzes.
Brand	Brands help companies position themselves in new markets and give visibility to new products coming out of the extend stage.
Market research	A market-oriented company is able to understand the environment in which it operates and in which it intends to expand and is therefore better able to innovate.
Consumer behavior	Shaping consumer perceptions in a relatively short period of time is an effective strategy for understanding demand and determining which market to expand into.
Goodwill	The reputation acquired with goodwill enhances the company beyond its market value if the company is sold.
Advertising	Investments in advertising have a lasting positive effect on profitability and the value of the company.
Reputation	A company's ability to add value over its competitors gives it a competitive advantage in unknown markets.

Table 6 Impact of the Intangible aspects in “Mature” stage.

Intangible aspects	Impact of the Intangible aspects in the “Mature”
Human Capital	Ability of managers to select indicators and resources, products and customers to manage
Intelectual Capital	Team knowledge to simplify the internal structure and strategies.
Structural Capital	Ability to manage the main structures, processes and systems related to the established focus of business optimization.
Organizational Capital	Transformation of individual tacit knowledge into business resources useful for building competitive advantage in the mature stage.
Member involvement	In business-to-business collaboration, the active participation and loyalty of members impacts individual business performance.
Professional qualification	Professional qualification has a positive relationship with enterprise productivity, which depends on the management of indicators in the maturity stage of the enterprise.
Know How	The practical experience gained by managers contributes to making management decisions with more maturity.
Technologial Capital	The better the company masters the technology, the lower the costs of database and web management, which are the most important investments in the mature stage.
Patent	Since a patent can last for several years and it is a profitable product or process, it can be selected as a business focus and generate money for the company's other strategies.
Innovative property	The knowledge acquired through R&D and creative activities becomes part of the corporate culture and the employees (see Intelectual Capital e Know How).
Intelectual property	The intellectual property of products and processes protects the company's other intangible assets and ensures its stability.
R&D	Research and development projects make an important contribution to improving efficiency and productivity in established companies.
Databases	The database is one of the main cost factors in the maturity phase and must be well managed.
Financial strategy	Cash flow management is done through asset valuation and is a critical factor in the success of companies in the mature stage.
Brand	Brands provide differentiation and can be renewed in the mature stage.
Costumer behavior	Understanding customer needs makes it possible to leverage the internal qualities of mature companies.
Goodwill	The reputation acquired with goodwill enhances the company beyond its market value if it is sold.
Animal welfare	Animal-friendly products are perceived by consumers as higher quality, healthier, more hygienic and safer; and may therefore, cost more.
Reputation	A company's ability to add value over its competitors gives it a lasting competitive advantage in the markets in which it operates.

Table 7 Impact of the Intangible aspects in “Evolve” stage.

Intangible aspects	Impact of the Intangible aspects in the “Evolve”
Human Capital	Managers' ability to use their skills and knowledge to identify opportunities for business expansion.
Intelectual Capital	Innovate to adapt to market dynamics. Use of trade secrets to expand the business.
Social Capital	Interaction with colleagues helps motivate the company's employees. Bonding is important in order to develop.
Organizational capital	It is about developing innovative processes and how the company restructures itself in the face of market changes.
Pro activity	Pro activity to new opportunities and understanding that the organization supports change to grow the business.
Human Resources	Need for qualified professionals for various functions that may be required when changes occur within the company.
Characteristics of entrepreneurs	It influences the managers' perception to understand the moment when the company needs to innovate and can generate positive aspects to stimulate the employees.
Formação profissional	Methods and techniques acquired in professional training can help the business evolve.
Know how	The intuition and analysis of market opportunities resulting from experience help companies in their innovation and flexibility measures.
Financial strategy	Definition of financial resources used for each activity. As a rule, investments are required in the development phase of the company.
Brand	Defining how the brand should manifest itself in a new market or how new products and services should be presented by the brand.
Costumer behavior	Research consumer behavior to understand new demands and market changes. Innovative products and services depend on consumer acceptance.
Confidence	Confidence in the knowledge and skills acquired to change or flex the company's business model. It is about change that must be managed with confidence.
Advertising	Relevant to the dissemination of the company's new actions. The company's expansion can reach new audiences that need information.

Table 8 Impact of the Intangible aspects in “Exit” stage.

Intangible aspects	Impact of the Intangible aspects in the “Exit”
Human Capital	Individual experiences that provide knowledge and skills to analyze and make rational decisions between renewing or closing the business.
Intelectual Capital	The decision between renewal or closure is influenced by the knowledge developed in the organization. Renewal depends on how innovative the company is.
Proactivity	After recognizing that the company is in decline, one must be proactive in recognizing the need for change and making difficult decisions for the company.
Characteristics of entrepreneurs	The decision between renewing or closing the business depends on the thoughts and attitudes of the business owners.
Know how	Intuitive skills acquired through experience are important to interpret the situation of the company in order to make the most favorable decision.
Financial strategy	Fundamental to the decision of whether or not to cease business activity. Determining the strategy for the use of this capital also determines the future of the company.
Brand	Diagnosing the positioning of the brand and how the company can use it to renew the business. Realizing that the brand is weakening can also determine whether or not to close the business.
Costumer behavior	Observing consumer behavior to understand if the company is aligned with the market. Renewal can be based on new market demands.
Goodwill	Analyzing the company's goodwill and value in the market to determine the best option between closing or changing the company's strategies.
Confidence	At this stage, important decisions must be made for the company. Confidence in the ability to make the most favorable decision for the company is essential.

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[1] E-mail: viniciusgerhardt92@gmail.com. ^*Corresponding author.