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CAPÍTULO 6

CAPÍTULO 6. INOVAÇÃO E APRENDIZAGEM À ESCALA INTERNACIONAL. CAPÍTULO 6.1. A RELEVÂNCIA DO CONHECIMENTO E DA APRENDIZAGEM. THE MULTINATIONAL FIRM AS GLOBAL-LOCAL NETWORK. The MNE as a key actor in the globalisation process

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CAPÍTULO 6

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  1. CAPÍTULO 6 INOVAÇÃO E APRENDIZAGEM À ESCALA INTERNACIONAL

  2. CAPÍTULO 6.1. A RELEVÂNCIA DO CONHECIMENTO E DA APRENDIZAGEM

  3. THE MULTINATIONAL FIRM AS GLOBAL-LOCAL NETWORK • The MNE as a key actor in the globalisation process • MNE affiliates embedded in national systems of innovation

  4. THE CORE QUESTIONS • Fostering Intra-Firm Cross-Border communication of specific knowledge • Promoting external communication to absorb other’s knowledge while preventing the “leakage” of firm’s specific knowledge • How to avoid knowledge accumulation paths leading to “deadlocks”

  5. THE MNE AS A REPOSITORY OF KNOWLEDGE • Existence of Specific Advantages (knowledge or knowledge-based rights) • International Exploitation (across borders, within firm’s boundaries)

  6. THE ROLE OF SUBSIDIARIES • A Double Activity • Local “Emdeddedness” enables knowledge acquisiton through interaction and • Contribution towards MNE network • Inter-action as a non-Symmetrical Process • Different “combinative Capabilities” • Different Complementary Assets • Non-Additivity of Knowledge

  7. Bartlett & Ghoshal

  8. A. K. Gupta & K. Govindarajan Critério Básico Participação nos Processos de Partilha de Conhecimento na EMN (Emissão/ Recepção de Conhecimento) 4 TIPOS Integrated Player (A/A) Global Innovator (A/B) Implementer (B/A) Local Innovator (B/B)

  9. Main forms of internationalisation of industrial R&D Establishment of R&D activities in the host country by foreign-controlled affiliates (inward investment) Setting up R&D laboratories abroad by investing countries (outward investment) Creation of joint ventures Co-operation agreements or technological alliances International R&D subcontrating Fonte: Thomas Hatzichronoglou (2006), Recent Trends in the internationalisationof R&D in the enterprise sectot,OCDE

  10. NOVOS MODOS DE ORGANIZAÇÃO • Mandatos Globais • Plataformas de Produção • Centros de Excelência

  11. PAPEL DOS CENTROS DE EXCELÊNCIA • DESENVOLVIMENTO CONHECIMENTOS • INTEGRAÇÃO DE CONHECIMENTOS • INSERÇÃO NA REDE

  12. R&D EXPENDITURES OF FOREIGN AFFILIATES AS A % OF TOTAL R&D EXPENDITURES Fonte: R. Narula (2005), The Globalisation of Innovation, http://www.unctad.org/sections/meetings/docs/narula_en.pdf

  13. Trends of R&D activities by multinationals Fonte: Thomas Hatzichronoglou (2006), Recent Trends in the internationalisationof R&D in the enterprise sectot,OCDE

  14. Fonte: Thomas Hatzichronoglou (2006), Recent Trends in the internationalisationof R&D in the enterprise sectot,OCDE

  15. Fonte: Thomas Hatzichronoglou (2006), Recent Trends in the internationalisationof R&D in the enterprise sectot,OCDE

  16. Fonte: Thomas Hatzichronoglou (2006), Recent Trends in the internationalisationof R&D in the enterprise sectot,OCDE

  17. Fonte: Thomas Hatzichronoglou (2006), Recent Trends in the internationalisationof R&D in the enterprise sectot,OCDE

  18. Fonte: UNCTAD, WIR (2005)

  19. Fonte: UNCTAD, WIR (2005)

  20. Fonte: UNCTAD, WIR (2005)

  21. Fonte: UNCTAD, WIR (2005)

  22. Fonte: UNCTAD, WIR (2005)

  23. AS EMN E OS SNI

  24. EMPRESAS MULTINACIONAIS E SISTEMAS NACIONAIS DE INOVAÇÃO • Uma inter-relação cada vez mais intensa • A concorrência internacional para atracção IDE intensivo em conhecimento... ...mas grande selectividade nas escolhas • A actividade de I&D como algo de adquirido e não como dado (mas há excepções) • A crescente importância do cruzamento de saberes e de bases de conhecimento (conjugando global e local)

  25. EMPRESAS MULTINACIONAIS E SNI EM PAÍSES MENOS AVANÇADOS • Qual o papel desempenhado pelas filiais de EMN?  ‘Abafando’ a dinâmica inovadora local? (por aquisições, p. exº.) ou  Filiais como tutoras e mobilizadoras de redes? • A internacionalização das ligações locais: papel das filiais na internacionalização das empresas nacionais • Relacionamento e exigência de novos patamares

  26. CAPÍTULO 6.2. PROCESSOS DE INOVAÇÃO À ESCALA INTERNACIONAL

  27. INNOVATION PROCESS CENTRAL LOCAL LOCALLY LEVERAGED GLOBALLY LINKED Fonte: Adaptado de Bartlett & Ghoshall (1989)

  28. INOVAÇÃO CENTRAL Vantagens • Controlo da Tecnologia (Garantias de Apropriabilidade) • Relacionamento Inter-Departamental (Inter-acção, desenvolvimento, Produção, comercialização) • Rapidez de Desenvolvimento e Lançamento de Novos Produtos Riscos • Conflitos Casa Mãe / Subsidiária • Insensibilidade às Necessidades Diversificadas dos Mercados

  29. INOVAÇÃO LOCAL Vantagens • Adaptação às Condições Locais • Aproveitamento e Estímulo das Competências das Filiais Riscos • Duplicação de Esforços (Multiplicidade de “Reinvenções da Roda”)

  30. LOCALLY LEVERAGED Vantagens • Estímulo da Criatividade das Filiais em Proveito de Toda a Empresa Riscos • Dificuldade de Transferência devida às Especificidades Nacionais • Reacções Negativas devidas ao Síndroma NIH

  31. GLOBALLY LINKED Vantagens • Estimular e Aproveitar de forma Integrada as Capacidades das Filiais • Obter Economias de Gama à escala Mundial • Resposta Comum a Estímulos (eventualmente) Localizados • Potenciar Aprendizagem à escala Mundial Riscos • Elevados Custos de Coordenação • Ambiguidade, Falta de Integração e Excessiva Difusão da Autoridade

  32. CAPÍTULO 6.3. VIABILIZANDO PROCESSOS DE INOVAÇÃO TRANSNACIONAL

  33. GESTÃO DAS INOVAÇÕES CENTRAIS • Estabelecimento de ligações múltiplas com as Filiais, para estimular e obter as suas contribuições • Criação de mecanismos internos de mercado , para seleccionar projectos e garantir ‘sensibilidade’ às condições da procura • Estabelecimento de sistemas adequados de partilha de conhecimentos: a circulação das pessoas

  34. GESTÃO DAS INOVAÇÕES LOCAIS • Conferir margem de manobra aos gestores locais para testarem e aplicarem novas soluções • Estabelecer mecanismos de ligação com os processos centrais de decisão • Integrar capacidades técnicas e de marketing na Filial Coordenação Inter-funcional Evitar os problemas dos ‘Buracos Negros’

  35. GESTÃO DAS INOVAÇÕES TRANS-NACIONAIS • Inter-dependência de recursos e de responsabilidades • Mecanismos de integração inter-unidades ( Recurso a sistemas de articulação operacional) • Competências nacionais, mas perspectiva mundial

  36. TRANSNATIONAL PROCESSES • From Symmetry to Differentiation: Integrating and Exploiting capabilities, knowledge bases and linkages 2. From Dependence or Independence to Interdependence: Dispersed and specialized configuration of resources: the integrated network Inter-unit integration mechanisms to promote synergies Movement of personnel as a tool for promoting inter-dependence 3. From Unidimentional Control to Differentiated Coordination: Reccourse to different mechanisms to coordinate flows of goods, resources and information 4. Linking National Competences to achieve Worldwide Learning and Competitiveness

  37. INTERDEPENDENT CAPABILITIES AND DIFFERENTIATED ROLES • Dynamic perspective of local adaptation • Promoting interdependencies, transfer of knowledge and sharing of perspectives • Profiting from the involvement of national units in upgrading technology, developing products and sharing marketing strategy for the whole organization • Different subsidiary roles (against the U.N. Syndrome) • Different levels of integration in the network, due to different environmental conditions • Dynamic perspective of subsidiaries’ resources and contributions

  38. EMPRESAS MULTINACIONAIS E SISTEMA DE INOVAÇÃO EM PORTUGAL:O CASO DOS CENTROS DE EXCELÊNCIA

  39. DEFINITION OF CoE A CoE is “an areaof expertise for which the subsidiary is recognized by the corporation, and which other parts of the corporation draw on” (Birkinshaw, 1998: 291) 3 MAIN FEATURES • Competences • Use of such competences by other units • Recognition

  40. SUBSIDIARY DEVELOPMENT PROCESSES AND GAINING CoE MANDATES • EVOLUTIONARY, TIME-CONSUMING PROCESS (FORSGREN, JOHANSON AND SHARMA, 2000) • DOES IT STILL HOLD FOR ACQUISITIONS? (FRATOCCHI AND LORENZONI, 2000)

  41. SUBSIDIARY DEVELOPMENT PROCESSES AND GAINING CoE MANDATES • EVOLUTIONARY, TIME-CONSUMING PROCESS (FORSGREN, JOHANSON AND SHARMA, 2000) • DOES IT STILL HOLD FOR ACQUISITIONS? (FRATOCCHI AND LORENZONI, 2000)

  42. Earned CoE Mandate “Tapped” Given

  43. AUTONOMY VERSUS INTEGRATION • Autonomy is Needed for the Subsidiary to Create, Develop and Strengthen its Capabilities • Integration is Needed to have Influence over other Units of the MNE Network “Too much autonomy makes the subsidiary mandate potentially vulnerable to divestment (as a spin-off company) or decline (because of a lack of corporate investment)”(Birkinshaw, 1996: 488) • How to Balance Knowledge Development with Knowledge Sharing?

  44. THE ROLE OF ACQUISITIONS • Is an historical process of competence development and interrelationships with other MNE units needed? (“Acquired Subsidiaries cannot become CoEs Overnight”, Fratocchi & Holm, 1998) • Or can CoE rapidly stem from acquisitions (picking up potential “leaders)?

  45. 3 CASE STUDIES ABB PORTUGAL ALCATEL PORTUGAL VULCANO (R. Bosch Group) 1 2 3

  46. 1 ABB PORTUGAL • 1990: SENETE JOINT VENTURE BETWEEN ABB (40%), MAGUE AND IPE (SOREFAME)) SOREFAME HISTORY: • CREATED IN 1943 • HYDROELECTRICAL POWER INVESTMENTS • POWER AGREEMENT: SPECIALIZATION • 1992: HIDRO-SOREFAME SOLE PRODUCER OF HYDROMECHANIC EQUIPMENT WITHIN ABB • 1994: ABB CONTROLS 70% OF SENETE • 1995: HIDRO-SOREFAME CHANGED INTO ABB HIDRO • 1997: FULL CONTROL OF SENETE BY ABB ABB HIDRO BECOMES”LEAD CENTRE” • 1999: POWER BUSINESS INCLUDED IN A JV WITH FRENCH PARTNER • 2000: EQUITY STAKE SOLD TO FRENCH PARTNER (THE PORTUGUESE COMPANY STILL A CoE)

  47. ALCATEL PORTUGAL 2 • 1987: DEAL ALCATEL/ITT ON TELECOMUNICATIONS EQUIPMENT PORTUGUESE SUBSIDIARY “INHERITED” • 1988: PORTUGUESE SUBSIDIARY ACTIVITY CHANGED FROM SEMICONDUCTORS AND CONSUMER GOODS TO TELECOMMUNICATIONS EQUIPMENT • 1989: LOCAL SOFTWARE CENTRE ESTABLISHED • 2000: 5 CoEs IN ALCATEL PORTUGAL • COILS AND TRANSFORMERS • CALL CENTRES (FOR SOUTHERN EUROPE) • NETWORK MANAGEMENT • COMMUNICATIONS FOR RAILWAY • APPLICATIONS • GSM NETWORKS PLANNING AND • OPTIMIZATION

  48. “NETWORK MANAGEMENT COMPETENCE CENTRE” • Original Opportunity (1991): Services for Portuguese GSM Operator • Capability Development • Reference • MNE Network Involvement: Participation in Development of Products for France Telecom and Deutche Telekom • Capability Demonstration (1996): Development of a New Traffic Management System for the Whole Ggroup • CoE Recognition (1997): Network Management Competence Centre

  49. 3 VULCANO • Born as a Licensee of Robert Bosch Gmbh (1977) • Own Brand Lauching – Vulcano (1983) • 50% of Portuguese Market; 8TH Largest European Water Boller Manufacturer (1988) • Licensing Agreements about to Eexprire: A) Stand alone Options B) Renew C) Strengthen Relationship • Majority Equity share Acquired by R. Bosch • Market Leader in Europe (1992) • Group Competence Centre in Water Boller • Internationalization Drive • Licensing: Morocco, Tunisia, Egypt and Brazil • Direct Investments: China, Chile and Australia

  50. ACQUISITIONS 1 2 3 PRE-EXISTING LINKS PRE-EXISTING LINKS 2 YEARS 10 YEARS 4 YEARS CENTRE OF EXCELLENCE THINGS TAKE TIME… …BUT NOT TOO MUCH!

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