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Estratégias colaborativas de sustentabilidade social : o caso do Grupo Nabeiro - Coração Delta
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As relações interorganizacionais têm vindo a ganhar relevância no contexto de estratégias direcionadas para a sustentabilidade social. Os desafios destas estratégias vão desde a mensuração do valor potencial criado pela colaboração, uma vez que a relevância dessa mensuração ou perceção tem como consequência a própria decisão de avançar com a parceria, à identificação de recursos complementares, partilha de conhecimento, tomada de decisões conjunta, e a criação de confiança. Na tentativa de alcançar o valor desejado, as entidades recorrem a estruturas de governação adequadas e sistemas de controlo de gestão interorganizacionais. A motivação para esta investigação será (i) compreender de que forma as partes envolvidas numa colaboração entendem a relevância da própria parceria voltada para a sustentabilidade social, (ii) entender o impacto que a perceção do valor potencial criado tem na aceitação de uma colaboração e (iii) explorar os mecanismos de controlo de gestão interorganizacionais utilizados e a sua influência na criação de valor. Com efeito, esta dissertação envolve conceitos relevantes da literatura no sentido de comparar com a avaliação realizada ao caso de estudo do Grupo Nabeiro – Associação Coração Delta. Com este estudo conclui-se que: (i) as entidades reconhecem que sozinhas não conseguiriam alcançar a criação de valor pretendida no que toca a situações de incerteza, como a sustentabilidade social e, portanto, procuram parceiros que possuem recursos complementares aos seus; (ii) não é necessário existir um retorno monetário potencial para se reconhecer que uma colaboração é viável; e (iii) os mecanismos de controlo de gestão interorganizacionais utilizados podem ser combinados entre formais e informais, tendo uma influência significativa na criação de valor.
Interorganizational relationships have been gaining relevance in the context of strategies aimed at social sustainability. The challenges of these strategies range from measuring the potential value created by collaboration, since the relevance of this measurement or perception results in the decision to proceed with the partnership itself, to identifying complementary resources, sharing knowledge, making joint decisions, and building trust. In an attempt to achieve the desired value, entities resort to appropriate governance structures and interorganizational management control systems. The motivation for this research will be (i) to understand how the parties involved in a collaboration perceive the relevance of the partnership itself focused on social sustainability, (ii) to understand the impact that the perception of potential value creation has on the acceptance of a collaboration, and (iii) to explore the interorganizational management control mechanisms used and their influence on value creation. Indeed, this dissertation involves relevant concepts from the literature in order to compare them with the evaluation carried out in the case study of the Grupo Nabeiro – Associação Coração Delta. This study concludes that: (i) entities recognize that alone they would not be able to achieve the desired value creation in situations of uncertainty, such as social sustainability, and therefore seek partners who have complementary resources to theirs; (ii) it is not necessary for there to be a potential monetary return to recognize that a collaboration is viable; and (iii) the interorganizational management control mechanisms used can be combined between formal and informal, having a significant influence on value creation.
Interorganizational relationships have been gaining relevance in the context of strategies aimed at social sustainability. The challenges of these strategies range from measuring the potential value created by collaboration, since the relevance of this measurement or perception results in the decision to proceed with the partnership itself, to identifying complementary resources, sharing knowledge, making joint decisions, and building trust. In an attempt to achieve the desired value, entities resort to appropriate governance structures and interorganizational management control systems. The motivation for this research will be (i) to understand how the parties involved in a collaboration perceive the relevance of the partnership itself focused on social sustainability, (ii) to understand the impact that the perception of potential value creation has on the acceptance of a collaboration, and (iii) to explore the interorganizational management control mechanisms used and their influence on value creation. Indeed, this dissertation involves relevant concepts from the literature in order to compare them with the evaluation carried out in the case study of the Grupo Nabeiro – Associação Coração Delta. This study concludes that: (i) entities recognize that alone they would not be able to achieve the desired value creation in situations of uncertainty, such as social sustainability, and therefore seek partners who have complementary resources to theirs; (ii) it is not necessary for there to be a potential monetary return to recognize that a collaboration is viable; and (iii) the interorganizational management control mechanisms used can be combined between formal and informal, having a significant influence on value creation.
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Estratégia colaborativa Relações interorganizacionais Sustentabilidade social Sistemas de controlo de gestão Criação de valor Collaborative strategy Interorganizational relationships Social sustainability Management control systems Value creation