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Aquisição de PME's portuguesas por parte de grandes grupos internacionais : caso de estudo Irbal
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Esta dissertação analisa o impacto da aquisição da empresa portuguesa Irbal, uma PME do setor da construção civil, pelo grupo internacional Altrad. O estudo incide sobre as mudanças na estrutura organizacional, na gestão comercial e, sobretudo, nos sistemas de controlo de gestão. A investigação segue uma metodologia qualitativa, baseada num estudo de caso com entrevistas a três membros da direção: CEO, Diretor Financeiro e Diretor Comercial. A revisão da literatura aponta desafios comuns em aquisições de PME’s, como a perda de autonomia, imposição de sistemas formais de controlo e choques culturais. O caso da Irbal, no entanto, destaca-se por contrariar essas tendências: a Altrad adotou um modelo descentralizado, preservando a identidade e autonomia da empresa adquirida. As principais mudanças centraram-se na formalização do controlo de gestão e no reporting à holding. Os resultados evidenciam que a flexibilidade do grupo adquirente e a maturidade da PME’s são fatores-chave para uma integração bem-sucedida. Este estudo contribui para a literatura ao demonstrar que é possível alcançar sinergias e eficiência organizacional através de um modelo de integração com elevada autonomia local, uma abordagem ainda pouco explorada no contexto das aquisições internacionais.
This dissertation analyzes the impact of the acquisition of the Portuguese company Irbal, an SME in the construction sector, by the international group Altrad. The study focuses on changes in organizational structure, commercial management, and especially in management control systems. A qualitative methodology was adopted, based on a single case study supported by interviews with three members of the company’s leadership: the CEO, Financial Director, and Commercial Director. The literature review identifies common challenges in SME’s acquisitions, such as loss of autonomy, imposition of formal control systems, and cultural clashes. The Irbal case, however, stands out by deviating from these trends: Altrad adopted a decentralized integration model, preserving the acquired company’s identity and autonomy. The most significant changes occurred in the formalization of management control and reporting to the holding company. The findings show that the flexibility of the acquiring group and the maturity of the SME’s are key factors for a successful integration. This study contributes to the literature by demonstrating that it is possible to achieve synergies and organizational efficiency through an integration model that allows for high local autonomy, an approach still underexplored in the context of international acquisitions.
This dissertation analyzes the impact of the acquisition of the Portuguese company Irbal, an SME in the construction sector, by the international group Altrad. The study focuses on changes in organizational structure, commercial management, and especially in management control systems. A qualitative methodology was adopted, based on a single case study supported by interviews with three members of the company’s leadership: the CEO, Financial Director, and Commercial Director. The literature review identifies common challenges in SME’s acquisitions, such as loss of autonomy, imposition of formal control systems, and cultural clashes. The Irbal case, however, stands out by deviating from these trends: Altrad adopted a decentralized integration model, preserving the acquired company’s identity and autonomy. The most significant changes occurred in the formalization of management control and reporting to the holding company. The findings show that the flexibility of the acquiring group and the maturity of the SME’s are key factors for a successful integration. This study contributes to the literature by demonstrating that it is possible to achieve synergies and organizational efficiency through an integration model that allows for high local autonomy, an approach still underexplored in the context of international acquisitions.
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Aquisição PME Controlo de gestão Integração Irbal Altrad Acquisiton SME Management control Integration
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Licença CC
Sem licença CC