Critérios estratégicos |
Compatibilidade estratégica |
As estratégias do parceiro são compatíveis às da Rede; ele apresenta as mesmas políticas e táticas, o que assegura alinhamento de objetivos. |
Williams e Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Dacin, Hitt e Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Hagedoorn e Duysters (2002)HAGEDOORN, J.; DUYSTERS, G. External appropriation of innovative capabilities: The choice between strategic partnering and mergers and acquisitions. Journal of Management Studies, v. 39, n. 2, p. 167-188, 2002.; Das e Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Chen, Lee e Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Clareza da empresa e da rede acerca dos seus planejamentos |
Importância estratégica da Rede para o parceiro |
Quão importante é a Rede para o parceiro |
Spekman, Isabella e Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Hagedoorn e Duysters (2002)HAGEDOORN, J.; DUYSTERS, G. External appropriation of innovative capabilities: The choice between strategic partnering and mergers and acquisitions. Journal of Management Studies, v. 39, n. 2, p. 167-188, 2002.; Das e Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Dacin, Hitt e Levitas (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Dekker (2004)DEKKER, H. C. Control of inter-organizational relationships: evidence on appropriation concerns and cooperation requirements. Accounting, Organizations and Society, v. 29, n. 1, p. 27-49, 2004.; Poppo e Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Duister, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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O parceiro só continuará como associado se houver a percepção de que a Rede agrega valor a sua empresa. |
Mais-valiapara o cliente |
Fazer as atividades conjuntas agrega valor aos clientes |
Das e Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Walters, Peters e Dess(1994)WALTERS, B. A.; PETERS, S.; DESS, G. G. Strategic alliances and joint ventures: making them work. Business Horizons, Jul/Aug, p. 5-10, 1994.; Doz (1996)DOZ, Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes?. Strategic Management Journal, v. 17, p. 55-83, 1996.; De Man, Duysters e Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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É positivo que o novo associado agregue valor ao cliente, ao fazer uso da marca da rede. |
Complementaridade |
Os parceiros são mutuamente dependentes para alcançar seus objetivos |
Williams e Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Dacin, Hitt e Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Spekman, Isabella e Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Hagedoorn e Duysters (2002)HAGEDOORN, J.; DUYSTERS, G. External appropriation of innovative capabilities: The choice between strategic partnering and mergers and acquisitions. Journal of Management Studies, v. 39, n. 2, p. 167-188, 2002.; Das e Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Doumaet al. (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; Poppo e Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Varis, Kuivalainen e Saarenketo (2005)VARIS, J.; KUIVALAINEN, O.; SAARENKETO, S. Partner selection for international marketing and distribution in corporate new ventures. Journal of International Entrepreneurship, v. 3, p. 19-36, 2005.; Vlaar et al. (2006)VLAAR, P.; VAN DEN BOSCH, F.; VOLBERDA, H. Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense. Organization Studies, v. 27, n. 11, p. 1617-1638, 2006.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Associados devem ter características/recursos que, somados, possibilitem o alcance dos objetivos comuns. |
Visão do parceiro para inovação |
Vontade de inovar,assumir riscos, ser criativo |
Das e Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Varis e Conn (2002)VARIS, Y.; CONN, S. Alliance partner selection - a literature review. Telecom business research center Lappeenranta, Finland, 2002.; Holtbrugge (2004)HOLTBRUGGE, D. Management of international strategic business cooperation: Situational conditions, performance criteria, and success factors, Thunderbird International Business Review,v. 46, n. 3, p. 255-274, 2004.; Dacin, Hitt e Levitas (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Predisposição para mudarprocedimentos e práticas a fim de conseguir melhores resultados. |
Boa vontade paracompartilhar recursos |
Recursos incluem funcionários, conhecimentos, produtos, capacidade de produção |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Dacin, Hitt e Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Chung, Singh e Lee (2000)CHUNG, S.; SINGH, H.; LEE, K. Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, v. 21, n. 1, p. 1-22, 2000.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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O compartilhamento de recursos é fundamental para o crescimento conjunto dos integrantes da rede. |
Critérios relacionados aos prospectados |
Experiências prévias com cooperação |
Conhecimentos relacionados às Redes, nível de experiência com gestão de Redes |
Devlin e Bleakly (1988)DEVLIN, G.; BLEAKLY, M. Strategic alliance: guidelines for success. Long Range Planning, v. 21, n. 5, P. 18-23, 1988.; Dacin, Hitt e Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Chung, Singh e Lee (2000)CHUNG, S.; SINGH, H.; LEE, K. Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management Journal, v. 21, n. 1, p. 1-22, 2000.; Marxt e Link (2002)MARXT, C.; LINK, P. Success factors for cooperative ventures in innovation and production systems. International Journal of Production Economics, v. 77, p. 219-229, 2002.; Chen, Lee e Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Os conhecimentos trazidos de outras cooperações contribuem para o crescimento da rede, mas as regras e procedimentos diferem e o novo associado deve adaptar-se ao novo panorama. |
Relações pessoais |
Fácil de conviver e se relacionar com o parceiro |
Dacin, Hitt e Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Duysters et al. (1999); Dacin, Oliver e Roy (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Relacionamento favorável ao bom convívio no ambiente da rede. |
Compromisso |
Comprometido com o sucesso da parceria |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Williams e Lilley (1993)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Brouthers, Brouthers e Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Spekman, Isabella e Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Douman (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; De Man, Duysters e Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Marxt e Link (2002)MARXT, C.; LINK, P. Success factors for cooperative ventures in innovation and production systems. International Journal of Production Economics, v. 77, p. 219-229, 2002.; Poppo e Zenger (2002)POPPO, L.; ZENGER, T. R. Do formal contracts and relational governance act as substitutes or complements?. Strategic Management Journal, v. 23, n. 8, p. 707-725, 2002.; Nielsen (2003)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Varis, Kuivalainen e Saarenketo (2005)VARIS, J.; KUIVALAINEN, O.; SAARENKETO, S. Partner selection for international marketing and distribution in corporate new ventures. Journal of International Entrepreneurship, v. 3, p. 19-36, 2005.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
|
Disposição de tempo e dedicação às atividades da rede. |
Motivação paracooperar |
Vontade de cooperar |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Brouthers, Brouthers e Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Spekman et al. (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Douman (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; De Man, Duysters e Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Nielsen (2003)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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É imprescindível a cooperação entre os associados para assegurar ganhos conjuntos. |
Critérios relacionados aos prospectados |
Cultura organizacional |
Normas e valores da organização, aberta ou fechada, etc. |
Dacin, Hitt e Levitas (1997)DACIN, M. T.; HITT, M. A.; LEVITAS, E. Selection partners for successful international alliance, examination of U.S. and Korean firms. Journal of World Business, v. 32, n. 1, p. 3-16, 1997.; Spekman, Isabella e Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Douma et al. (2000)DOUMA, M.; BILDERBEEK, J.; IDENBURG, P.; LOOISE, J. Strategic alliances: Managing the dynamics of fit. Long Range Planning, v. 33, p. 579-598, 2000.; Poppo e Zenger (2002)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Das e Teng (2002)DAS, T. K.; TENG, B-S.The dynamics of alliance conditions in the alliance development process. Journal of Management Studies, v. 39, p. 725-746, 2002.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Vlaaret al. (2006)VLAAR, P.; VAN DEN BOSCH, F.; VOLBERDA, H. Coping with problems of understanding in interorganizational relationships: Using formalization as a means to make sense. Organization Studies, v. 27, n. 11, p. 1617-1638, 2006.; Chen, Lee e Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Não interfere muito no andamento da rede. Deve apenas ser minimamente afim para evitar conflitos que enfraqueçam as relações e os ganhos em rede. |
Reputação do prospectado |
A imagem do prospectado |
Duysters et al. (1999); Dacin, Oliver e Roy (2007)DACIN, M. T.; OLIVER, C.; ROY, J.-P. The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, v. 28, n. 2, p. 169-187, 2007.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Nível de credibilidade perante a comunidade e os fornecedores. |
Tamanho da empresa do prospectado |
Número de empregados, tamanho da estrutura física |
Kogut (1988)KOGUT, B. Joint ventures: theoreticalandempirical perspective. Strategic Management Journal, v. 9, n. 4, p. 319-332, 1988.; Williams e Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Brouthers, Brouthers e Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Tracey, Vanderembse e Lim (1999)TRACEY, M.; VANDEREMBSE, M. A., LIM, J. S. Manufacturing technology and strategy formulation: keys to enhancing competitiveness and improving performance. Journal of Operations Management, v. 17, n. 4, p. 411-28, 1999.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Tamanho mínimo para conseguir desenvolver suas atividades, de acordo com o setor. |
Condição de barganha |
A posição do parceiro em comparação com outros concorrentes do mercado |
Walters, Peters e Dess (1994)WALTERS, B. A.; PETERS, S.; DESS, G. G. Strategic alliances and joint ventures: making them work. Business Horizons, Jul/Aug, p. 5-10, 1994.; Doz (1996)DOZ, Y. L. The evolution of cooperation in strategic alliances: Initial conditions or learning processes?. Strategic Management Journal, v. 17, p. 55-83, 1996.; Das e Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Park e Ungson (2001)PARK, S. H.; UNGSON, G. R. Interfirm rivalry and managerial complexity: a conceptual framework of alliance failure. Organization Science, v. 12, n. 1, p. 37-53, 2001.; De Man, Duysters e Vasudevan (2001)DE MAN, A. P.; DUYSTERS, G. M.; VASUDEVAN, A. The allianced enterprise: global strategies for corporate collaboration. London: Imperial College Press, 2001.; Wahyuni (2003)WAHYUNI, S. Strategic Alliance Development, a Study on Alliances Between Competing Firms. 2003. 295 f. Tese (Doutorado em Administração de Empresas)-Universidade Estatal de Groningen, Holanda, 2003. Disponível em: http://dissertations.ub.rug.nl/faculties/management/2003/s.wahyuni/. Acessoem: 15 jun. 2013. http://dissertations.ub.rug.nl/faculties...
; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Quanto melhor for a condição de barganha, mais favorável é para a rede. |
Localização |
Local favorável às negociações entre os parceiros e entre empresa e clientes |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Marxt e Link (2002)MARXT, C.; LINK, P. Success factors for cooperative ventures in innovation and production systems. International Journal of Production Economics, v. 77, p. 219-229, 2002.
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Garantia de que a localização não seja impeditivo para a participação da empresa nas atividades e reuniões da rede, e que possa fazer as operações logísticas, caso necessário. |
Compatibilidade de objetivos |
A empresa tem objetivos que podem ser buscados simultaneamente aos dos demais integrantes da Rede, e que sejam complementares |
Bronder e Pritzl (1992)BRONDER, C; PRITZL, R. Developing strategic alliances: a conceptual framework for successful cooperation. European Management Journal,v. 10, n. 4, p. 412-422, 1992.; Brouthers, Brouthers e Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.
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Os objetivos buscados em rede devem atender também aos objetivos do prospectado. |
Vantagem por diminuição de custo |
Economias de escala pela compra conjunta; diminuição dos custos de cada associados pela adesão de mais associados e consequente divisão de custos de transações, aperfeiçoamentos, compras com preços diferenciados |
Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Stafford (1994)STAFFORD, E. R. Using co-operation strategies to make alliance work. Long Range Planning, v. 27, n. 1, P. 64-74, 1994.; Perks (2000)PERKS, H. Marketing information exchange mechanisms in collaborative new product development. Industrial Marketing Management, v. 29, n. 2, p. 179-189, 2000.
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Análise do quanto o prospectado pode contribuir para a diminuição dos custos compartilhados ou em melhores negociações em compras conjuntas |
Cultura cooperativa |
Os novos associados apresentam uma predisposição para compartilhar conhecimentos |
Bronder e Pritzl (1992)BRONDER, C; PRITZL, R. Developing strategic alliances: a conceptual framework for successful cooperation. European Management Journal,v. 10, n. 4, p. 412-422, 1992.; Stafford (1994)STAFFORD, E. R. Using co-operation strategies to make alliance work. Long Range Planning, v. 27, n. 1, P. 64-74, 1994.; Brouthers, Brouthers e Wilkinson (1995)BROUTHERS, K.; BROUTHERS, L.; WILKINSON, T. Strategic alliances: choose your partners. Long Range Planning, v. 28, n. 3, p. 18-25, 1995.; Perks (2000)PERKS, H. Marketing information exchange mechanisms in collaborative new product development. Industrial Marketing Management, v. 29, n. 2, p. 179-189, 2000.
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A cooperação reflete na confiança a ser criada entre os associados. |
Idoneidade |
Os novos associados (empresa e empresário) devem ter um comportamento idôneo e cumprir com suas obrigações legais. |
Critério que emergiu da coleta de dados. |
Comportamento adequado para com a comunidade e fornecedores. Análise das certidões negativas (INSS, Receita Federal, ICMS, dentre outros) |
Perfil do empresário |
Características pessoais do gestor da empresa; perspectivas para a empresa. |
Critério que emergiu da coleta de dados. |
Experiência em gestão, visão de futuro. |
Tempo de existênciada empresa |
Tempo de atuação da empresa no ramo de atividade |
Critério que emergiu da coleta de dados. |
Quanto maior o tempo, melhor é a avaliação. |
Critérios relacionados aos recursos |
Recursos financeiros |
Retorno sobre investimento, saúde financeira |
Contractor e Lorange (1988)CONTRACTOR, F. J.; LORANGE, P. Competition vs. cooperation: a benefit/cost framework for choosing between fully-owned investments and cooperative relationships. Management International Review, v.28, n. 4, P. 5-18, 1988.; Geringer (1991)GERINGER, J. M. Strategic determinants of partner selection criteria in international joint ventures. Journal of International Business, v. 22, n. 1, p. 41-62, 1991.; Williams e Lilley (1993)WILLIAMS, R. G.; LILLEY, M. M. Partner selection for joint-venture agreements. International Journal of project Management, v. 11, n. 4, p. 233-237, 1993.; Stafford (1994)STAFFORD, E. R. Using co-operation strategies to make alliance work. Long Range Planning, v. 27, n. 1, P. 64-74, 1994.; Chen, Lee e Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Importante não ter dívidas com fornecedores |
Recursos tecnológicos |
Disponibilidade de recursos tecnológicos, complementaridades tecnológicas |
Das e Teng (1998)DAS, T. K. TENG, B-S. Between Trust and Control: Developing Confidence in Partner Cooperation in Alliances. The Academy of Management Review, v. 23, n. 3.p. 491-512, 1998.; Spekman, Isabella e Macavoy (2000)SPEKMAN, R. E.; ISABELLA, L. A.; MACAVOY, T.C. Alliance competence, maximizing the value of your partnerships. New York: John Wiley & Sons, 2000.; Nielsen (2003)NIELSEN, B. B. An empirical investigation of the drivers of international strategic alliance formation. European Management Journal, v. 21, n. 3, p. 301-322, 2003.; Chen, Lee e Wu (2008)CHEN, S.; LEE, H.; WU, Y. Applying ANP approach to partner selection for strategic alliance.Management Decision, v. 46, n. 3, p. 449-465, 2008.; Duisters, Duysters e De Man (2011)DUISTERS, D.; DUYSTERS, G.; DE MAN, A-P. The partner selection process: steps, effectiveness, governance. International Journal of Strategic Business Alliances, v. 2, n.1/2, p. 7-25, 2011.
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Recursos tecnológicos suficientes para que possa trabalhar no ramo de atuação |