| Nome: | Descrição: | Tamanho: | Formato: | |
|---|---|---|---|---|
| 2.64 MB | Adobe PDF |
Autores
Orientador(es)
Resumo(s)
O mundo empresarial encontra-se cada vez mais dinâmico e competitivo e as organizações cada vez mais diversificadas e complexas, tornando crucial a definição de uma estratégia corporativa. Na sua essência, a estratégia corporativa consiste na definição de quais os produtos, mercados e negócios devem constituir o portfólio de um grupo corporativo e dos processos e mecanismos que permitem ao mesmo criar valor. Apesar da importância desta última, existe ainda escassa evidência empírica que quantifique a capacidade do centro corporativo em melhorar a performance das suas subsidiárias. Desta forma, utilizando um estudo de caso sobre um grupo corporativo, o presente estudo investiga como se caracteriza o processo estratégico e de controlo em ambiente corporativo, qual a sua relevância e adequação e fornece novas evidências sobre a capacidade de criação de valor de um centro corporativo. Os resultados encontrados sugerem que um centro corporativo é capaz de criar valor de diferentes formas e não só através da obtenção de sinergias entre negócios, concluindo que o modo como este gere a diversidade do seu portfólio é mais importante do que o nível de diversidade por si só. No entanto, quanto maior for o envolvimento do centro corporativo, não só a criação de valor aumentará, mas também a destruição de valor. A evidência sugere ainda que o sistema implementado pelo centro corporativo em causa é, de uma perspetiva geral, adequado às características da organização, o que lhe permite acrescentar valor aos seus negócios. Ainda assim, o presente estudo propõe sugestões que visam maximizar a sua criação de valor.
The business world is increasingly dynamic and competitive, and organizations are increasingly diversified and complex, making it crucial to define a corporate strategy. In essence, corporate strategy consists in the definition of which products, markets and businesses should be in the portfolio of a corporation and the processes and mechanisms that create value. Despite the importance of the latter, there is still little empirical evidence that quantifies the capacity of the corporate parent to improve the performance of its subsidiaries. In this way, using a case study on a corporate group, the present study investigates how the strategic and control process is characterized in a corporate environment and what is its relevance and adequacy, to find new evidence about the value creation capacity of the corporate parent. The results suggest that a corporate parent is capable of creating value in different ways and not only by synergies between businesses, concluding that the way in which it manages the diversity of its portfolio is more important than the level of diversity per se. However, the greater the involvement of the corporate parent, not only will increase the value added, but also its value destruction. The evidence also suggests that the system implemented by the corporate parent in question is, from a general perspective, adequate to the characteristics of the organization, which allows it to add value to its business. Even so, the present study proposes suggestions that aim to maximize its value creation.
The business world is increasingly dynamic and competitive, and organizations are increasingly diversified and complex, making it crucial to define a corporate strategy. In essence, corporate strategy consists in the definition of which products, markets and businesses should be in the portfolio of a corporation and the processes and mechanisms that create value. Despite the importance of the latter, there is still little empirical evidence that quantifies the capacity of the corporate parent to improve the performance of its subsidiaries. In this way, using a case study on a corporate group, the present study investigates how the strategic and control process is characterized in a corporate environment and what is its relevance and adequacy, to find new evidence about the value creation capacity of the corporate parent. The results suggest that a corporate parent is capable of creating value in different ways and not only by synergies between businesses, concluding that the way in which it manages the diversity of its portfolio is more important than the level of diversity per se. However, the greater the involvement of the corporate parent, not only will increase the value added, but also its value destruction. The evidence also suggests that the system implemented by the corporate parent in question is, from a general perspective, adequate to the characteristics of the organization, which allows it to add value to its business. Even so, the present study proposes suggestions that aim to maximize its value creation.
Descrição
Palavras-chave
Estratégia corporativa Controlo corporativo Criação de valor Sistemas de controlo de gestão Corporate parenting advantage Corporate strategy Corporate control Value creation Management control systems