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(Re)posicionamento estratégico em redes : um estudo de caso
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A liberalização do mercado da energia em Portugal trouxe alterações profundas ao sector, com consequências para as empresas que nele operam. No caso particular do gás natural, a liberalização permitiu a entrada de novas empresas e a realização de investimentos substanciais na expansão das suas redes de distribuição. Sendo o gás natural uma alternativa ao GPL (Gás de Petróleo Liquefeito) as empresas comercializadoras de GPL deparam-se com alterações no seu ambiente. É objectivo deste trabalho analisar, através de um estudo de caso, a forma como uma empresa a operar neste sector, foi construindo e redefinindo a sua estratégia num período tão particular da história do sector.
Tendo por base uma visão relacional do sistema industrial, recorre-se a um modelo de actuação estratégica em redes centrado na noção de posição na rede. Este estudo pretende avaliar em que medida, e no quadro da sua teoria de rede, as actuações da empresa focal com vista a alterar a sua posição na rede e desenvolver uma nova posição noutra rede, afectaram as (ou foram afectadas pelas) acções e posições de alguns operadores na(s) rede(s).
O presente estudo permite concluir pela robustez do modelo, suportando a noção de que as alterações (ou manutenção) de posição envolvem sempre outras empresas na rede, nomeadamente as suas teorias de rede e as suas posições tanto na rede focal como, eventualmente, noutras redes conectadas. Neste quadro, e como ilustrado neste estudo, a autonomia estratégica de uma empresa na rede pode revelar-se mais aparente do que real.
The liberalization of the Portuguese energy market brought profound changes to the national energy sector, with consequences to the companies operating in it. In particular, the liberalization of the natural gas market allowed new companies to enter the market as well as the expansion of gas distribution infrastructures. As natural gas is an alternative to LPG (Liquefied Petroleum Gas), LPG selling companies are faced with significant changes in their environment. The purpose of this study is to analyze, through a case study, the process through which a company operating in the LPG sector developed and redefined its strategy over time, in such a particular period of the sector’s history. Adopting a relational approach to the industrial system, this study uses the network positions and strategic action analytic framework, built on the network theory model. This study intends to evaluate how and to what extent did the focal company’s strategic actions, intended to change its network position and create a new position on another network, influenced, and were influenced by, the actions and positions of other actors on both networks. The results of this study confirm the consistency of the theoretical model, allowing us to conclude that a change in (or maintenance of) a company’s network position depends on the other actors on the network, more specifically on their network theories and positions, both on the focal and in other connected networks. In this context, and as this study shows, a company’s strategic independence can be more apparent than real.
The liberalization of the Portuguese energy market brought profound changes to the national energy sector, with consequences to the companies operating in it. In particular, the liberalization of the natural gas market allowed new companies to enter the market as well as the expansion of gas distribution infrastructures. As natural gas is an alternative to LPG (Liquefied Petroleum Gas), LPG selling companies are faced with significant changes in their environment. The purpose of this study is to analyze, through a case study, the process through which a company operating in the LPG sector developed and redefined its strategy over time, in such a particular period of the sector’s history. Adopting a relational approach to the industrial system, this study uses the network positions and strategic action analytic framework, built on the network theory model. This study intends to evaluate how and to what extent did the focal company’s strategic actions, intended to change its network position and create a new position on another network, influenced, and were influenced by, the actions and positions of other actors on both networks. The results of this study confirm the consistency of the theoretical model, allowing us to conclude that a change in (or maintenance of) a company’s network position depends on the other actors on the network, more specifically on their network theories and positions, both on the focal and in other connected networks. In this context, and as this study shows, a company’s strategic independence can be more apparent than real.
Descrição
Mestrado em Marketing
Palavras-chave
estratégia posição na rede conectividade teorias de rede autonomia estratégica strategy network position connectivity network theory strategic independence
Contexto Educativo
Citação
Costa, Susana Isabel Vieira da (2014). "(Re)posicionamento estratégico em redes : um estudo de caso". Dissertação de Mestrado, Universidade de Lisboa. Instituto Superior de Economia e Gestão.
Editora
Instituto Superior de Economia e Gestão