Análise da relação entre as características empreendedoras e tecnógicas e desempenho internacional de empresas industriais brasileiras

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Angelo Brero

São Paulo

2007

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Angelo Brero

Dissertação apresentada ao Programa de Pós Graduação em Administração de Empresa da Universidade Presbiteriana Mackenzie para a obtenção do título de Mestre em Administração de Empresas

Orientador: Profa. Dra. Eliane Pereira Zamith Brito

São Paulo

2007

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Professor Dr. Manassés Claudino Fonteles

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Professora Dra. Sandra Maria Dotto Stump

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Professor Dr. Reynaldo Cavalheiro Marcondes

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E AO

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:

...

“Life moves pretty fast. If you don’t stop and look

arround once in awhile you could miss it”

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À Eliane pela paciência e compreensão ao longo de toda a orientação.

Ao ex-chefe amigo Brito pela inspiração acadêmica

Às Professoras Dimária Silva e Meirelles e Eva Stal pelos comentários, sugestões e indagações durante o desenvolvimento deste trabalho

À Dixie Toga por ter permitido e contribuído para a realização deste projeto

Ao Fundo Mackenzie de Pesquisa (Mack Pesquisa) pelo suporte.

À Maria Tereza Silveira, sem sua ajuda o projeto não seria viável

À Associação Comercial de São Paulo, especialmente, ao Sr. Marcel Solimeo, Simone, Sidinéia e Alexandre. Igualmente, sem seu suporte este projeto não seria viável

$RVÀpLVHVFXGHLURV5RGULJRH0DUFRTXHDOpPGHGLUHWDPHQWHFRQWULEXLUSDUDRSURMHWRPDQ -tiveram a “casa em pé: “L’a maison n’est pas tombé”

À Má, cama, mesa, banho e computador, suporte indispensável!!!!!

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Pesquisas relacionadas à exportação vêm sendo desenvolvidas há muito tempo. As motivações e

as relações focadas pelos estudos desta área são muitas. Um dos principais temas discutidos é o

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associado com a persistência da atividade exportadora.

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exportation activities persistence.

Key Words:

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1. INTRODUÇÃO ... 13

2. REFERENCIALTEÓRICO ... 16

2.1. INTERNACIONALIZAÇÃO ... 16

2.2. MODELOS DECOMPORTAMENTOEXPORTADOR ... 18

%LONH\ &DYXVJLOH1HYLQ &KULVWWHQVHQ5RFKDH*HUWQHU %XUWRQH6FKOHJHOPLOFK $DE\H6ODWHU .HQJH-LXDQ %LMPROWH=ZDUW 'KDQDUDMH%HDPLVK DESCRIÇÃO DO MODELO ESCOLHIDO PARA A PESQUISA ... 29

3. MÉTODOS DA PESQUISA ... 33

3.1. DEFINIÇÃO DE CONSTRUTOS DO MODELO ... 33

3.1.1. TAMANHO ... 33

3.1.2. TECNOLOGIA ... 36

3.1.3. EMPREENDEDORISMO ... 38

3.1.4. INTERNACIONALIZAÇÃO ... 41

3.1.5. DESEMPENHO ... 43

3.2. COLETA DEDADOS ... 45

3.2.1. COLETA DE INFORMAÇÕES DE BANCO DE DADOS ... 47

3.2.2 QUESTIONÁRIO ... 49

3.3. ANÁLISE DOSDADOS ... 51

4. RESULTADOS ... 54

4.1. ANÁLISE DOS RESULTADOS POR ATIVIDADE ECONÔMICA ... 64

4.2. RESULTADOS DAS REGRESSÕES MÚLTIPLAS ... 74

5. CONCLUSÕES ... 90

6. REFERÊNCIAS BIBIOGRÁFICAS ... 93

7. ANEXOS ... 97

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e o não crescimento na mesma medida que a somatória mundial para as importações.

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SHVTXLVDHQWUHDVYDULiYHLVPHQFLRQDGDV&RPSOHPHQWDUPHQWHUHIHUHQWHjVSUiWLFDVDVVR

FLDGDVjH[SRUWDomRSRGHVHDILUPDUTXHRVH[SRUWDGRUHVEHPVXFHGLGRVTXHXWLOL]DUDP

SUHoRVLQWHUQDFLRQDLVGHIDWRUHVLQWHUQRVFXVWRVGHPDWpULDSULPDSURGXomRHGHVSHVDV

na determinação dos preços de seus produtos e foram os mais independentes em relação

DRVLQFHQWLYRVJRYHUQDPHQWDLV2VH[SRUWDGRUHVEHPVXFHGLGRVWDPEpPXWLOL]DUDPHVWX

GRVGHPDUNHWLQJGHWDOKDGRVFRPREDVHSDUDHQWUDGDHPPHUFDGRV(OHVH[SRUWDUDPSDUD

SDtVHVGHVHQYROYLGRVLQLFLDQGRSRUPHLRGHFRQWUDWRFRPXPLPSRUWDGRUHVHXWLOL]DUDP

WDPEpPGHHPSUHVDVGHFRPpUFLRH[WHULRUGHLQWHUPHGLiULRVHGHYHQGDVGLUHWDVPDLVGR

que os que deixaram de exportar.

VARIÁVEIS DE PRÁTICAS DEEXPORTAÇÃO 0HUFDGRVHPTXHDVH[SRUWDo}HVVHHQFHUUDUDP &UpGLWRVGHLPSRVWRVGRPpVWLFRV

([FOXVmRGHLPSRVWRV

7HQGrQFLDVGHYHQGDVSDUDH[SRUWDomR

DECISÕES DE MIX DE MERCADO 3UHFL¿FDomR

Premios para riscos

Preço competitivo internacional

)DWRUHVLQWHUQRVH[WHUQRV 6HOHomRGH0HUFDGR 3DUDSDtVHVGHVHQYROYLGRV &RQWDWRVH[LVWHQWHVQDFRPSDQKLD (VWXGRVGHPHUFDGRGHWDOKDGRV ,QIRUPDo}HVJHUDLVGHPHUFDGR &DQDLVGH'LVWULEXLomR &RPSDQKLDVGHFRPpUFLRH[WHULRU Intermediários (atravessadores) 9HQGDVGLUHWDV

ESFORÇO EMEXPORTAR ,PSRUWkQFLDGRVSURGXWRV

(PSUHVDID]HQGRRSULPHLURFRQWDWR

Quadro 3: Variáveis de Práticas de Exportação

)RQWH&KULVWWHQVHQ5RFKDH*HUWQHU

OBSTÁCULOS PERCEBIDOS ÀEXPORTAÇÃO ,QFHQWLYRV¿QDQFHLURVLQDGHTXDGRV &RPSHWLomRLQWHUQDFLRQDODFLUUDGD 2EVWiFXORVLQWHUQRVj¿UPD

Demanda do mercado doméstico de serviços

IMPORTÂNCIA PERCEBIDA DO MIX DE MERCADO &DQDLVGHGLVWULEXLomRDSURSULDGRV

&URQRJUDPDVDMXVWDGRVjVHQWUHJDV

Preços apropriados

ATITUDES EMRELAÇÃO AINCETIVOS DOGOVERNO ,QFHQWLYRVDSUHVHQWDGRVJHUDOPHQWHDGHTXDGRV

Incetivos necessários a produção

INICIAÇÃO AEXPORTAÇÃO 'HVHMRVGRVFKHIHH[HFXWLYRV

Importação facilitada de itens controlados Quadro 4: Variáveis de Percepção e Atitude

)RQWH&KULVWWHQVHQ5RFKDH*HUWQHU

&KULVWHQVHQ 5RFKD H *HUWQHU FRQ

FOXtUDPTXHDVH[SRUWDGRUDVEHPVXFHGLGDV

SRGHULDP VHU FDUDFWHUL]DGDV FRPR DV TXH

2.2.4. Burton e Schlegelmilch

%XUWRQH6FKOHJHOPLOFKLJXDOPHQWHD&KULVWHQVHQ5RFKDH*HUWQHUUHDOL

]DUDPXPHVWXGRFRPSDUDWLYRGRSHU¿OGDVHPSUHVDVH[SRUWDGRUDVHGDVHPSUHVDVQmRH[SRUWD

GRUDVGR5HLQR8QLGRH$OHPDQKD$OpPGHVWDFRPSDUDomRRVDXWRUHVDQDOLVDUDPQDVHPSUHVDV

HIHWLYDPHQWHH[SRUWDGRUDVDLQÀXrQFLDGHFDUDFWHUtVWLFDVFODVVL¿FDGDVSHORVDXWRUHVQRJUDXGH

HQYROYLPHQWRGHFDGDHPSUHVDQDVDWLYLGDGHVGHH[SRUWDomRYHU4XDGUR&RPRYDULiYHOGH

SHQGHQWHIRLDGRWDGDRJUDXGHLQWHUQDFLRQDOL]DomRGDVHPSUHVDVtQGLFHREWLGRSHODGLYLVmRGDV

exportações em relação às vendas domésticas. As variáveis independentes foram a priori dividi

GDVHPGXDVFDWHJRULDVDVFDUDFWHUtVWLFDVRUJDQL]DFLRQDLVHDVDWLWXGHVHSHUFHSo}HVGRVJHUHQ

WHVGDV¿UPDV$VYDULiYHLVRUJDQL]DFLRQDLVIRUDPFODVVL¿FDGDVHPVXEFDWHJRULDVH¿QDOPHQWH

CARACTERÍSTICASORGANIZACIONAL &ODVVL¿FDomRGD)LUQDH3ROtWLFDV,QWHUQDV ,QGLFDGRUHVGH3ROtWLFDVGH0HUFDGR

ATITUDES E PERCEPÇÕES DOSGESTORES 0HQVXUDomRGH$WLWXGHVHP*HUDO

,QGLFDGRUHVGH$XWR3HUFHSomRGRV*HUHQWHV

Quadro 5: Variáveis Independentes

)RQWH&KULVWWHQVHQ5RFKDH*HUWQHU

REWLYHUDPDVVHJXLQWHVFODVVL¿FDo}HVSDUDDV

YDULiYHLVLQGHSHQGHQWHVDFODVVL¿FDomRGD

¿UPDHSROtWLFDVESROtWLFDVGHPDUNHWLQJ

FDWLWXGHVJHUHQFLDLVGDXWRSHUFHSomRGD

JHUrQFLD 2V DXWRUHV FRQFOXtUDP TXH R HQ

YROYLPHQWRGDV¿UPDVHPDWLYLGDGHVGHH[

SRUWDomRSRGHVHUSUHYLVWRSRUXPFRQMXQWR

GHYDULiYHLVTXHpIRUWHPHQWHHYLGHQFLDGRSHODDFXUiFLDGDFODVVL¿FDomRGDVIXQo}HVGLVFULPL

QDQWHV$GHPDLVpSRVVtYHOWLUDUHYLGrQFLDVGRVSHU¿VUHYHODGRVTXHKiVHLVLQÀXrQFLDVFKDYHQR

comprometimento às atividades de exportação: (A) Manpower RVJHUHQWHVVHQLRUHVGHHPSUHVDV

H[SRUWDGRUDVWrPPDLRUJUDXGHHGXFDomRIRUPDOHWUHLQDPHQWR%StrategiesH[SRUWDGRUHV

WrPPDLRUFRPSURPHWLPHQWRFRPRGHVHQYROYLPHQWRGHQRYRVSURGXWRVHFRQVHTHQWHPHQWH

DORFDomRGHPDLVUHFXUVRVHP3 '&MarketingDVHPSUHVDVTXHH[SRUWDPGmRPDLRULP

SRUWkQFLDDRFRQKHFLPHQWRGHPHUFDGR'Planning and Control±SDUDGR[DOPHQWHDVHPSUHVDV

QmRH[SRUWDGRUDVFRQVLGHUDPFRQWUROHFRPRXPDGDVWDUHIDVPDLVLPSRUWDQWHVGRVJHUHQWHVPDV

SRUXPRXWURODGRRVH[SRUWDGRUHVHPSUHJDPFRQWUROHVPDLVEHPHODERUDGRVDVVLPFRPRVLVWH

PDVGHUHODWyULRV(Internal ImageH[SRUWDGRUHVSURFXUDPWHUFRQWDWRVPDLVSUy[LPRVFRP

RXWUDVRUJDQL]Do}HVH¿UPDV)External ImageQmRH[SRUWDGRUHVUHYHODPXPDDWLWXGHPDLV

2.2.5. Aaby e Slater

$DE\H6ODWHUUHYLVDUDPRWUDEDOKRGH%LONH\DOpPGHRXWURVHVWXGRV

UHDOL]DGRVHQWUHHSDUDHVWDEHOHFHUDVUHODo}HVHQWUHIDWRUHVJHUHQFLDOPHQWHFRQWUR

OiYHLVHRGHVHPSHQKRH[SRUWDGRU'LIHUHQWHPHQWHGRVHVWXGRVGH%LONH\H&DYXVJLO

H1HYLQPHQFLRQDGRVDQWHULRUPHQWH$DE\H6ODWHUQmRVHOLPLWDUDPDDQDOLVDU

RVIDWRUHVTXHVHJXQGRDUHIHUrQFLDDQDOLVDGDOHYDPDV¿UPDVDH[SRUWDU(OHVFODVVL¿FDUDP

DVYDULiYHLVJHUHQFLDOPHQWHFRQWUROiYHLVFLWDGDVHPWUrVFODVVHV$FDUDFWHUtVWLFDVGD¿UPD

%FRPSHWrQFLDVGD¿UPDH&HVWUDWpJLDGD¿UPD2PRGHORJHUDOSURSRVWRDSDUWLUGHVWD

DQiOLVHHVWiUHSUHVHQWDGRQD)LJXUD2VDXWRUHVUHFRQKHFHPDH[LVWrQFLDGHIDWRUHVH[WHUQRV

jV¿UPDVTXHLQÀXHQFLDPRGHVHPSHQKRGHVXDVRSHUDo}HVGHH[SRUWDomR1RHQWDQWRFRQVLGH

UDQGRDSHTXHQDLQÀXrQFLDH[HUFLGDSHODV¿UPDVHPUHODomRDHVVHVIDWRUHVRVDXWRUHVIRFDUDP

RHVWXGRDSHQDVQDTXHOHVTXHD¿UPDSRGHLQÀXLU$DYDOLDomRGRGHVHPSHQKRHPH[SRUWDomR

IRLRSHUDFLRQDOL]DGDQRVHVWXGRVHPEDVLFDPHQWHGXDVIDVHV1XPDSULPHLUDIDVHDV¿UPDV

IRUDP FODVVL¿FDGDV FRPR H[SRUWDGRUDV H QmR H[SRUWDGRUDV 1D IDVH VHJXLQWH VH XVRX DOJXP

LQGLFDGRUGHGHVHPSHQKRHPH[SRUWDomR2VLQGLFDGRUHVPDLVFRPXPHQWHXWLOL]DGRVIRUDPD

COMPETÊNCIAS

CARACTERÍSTICAS DA FIRMA

AMBIENTE

ESTRATÉGIA

DESEMPENHO

7DPDQKR

&RPSURPHWLPHQWRGRVJHUHQWHV 3HUFHSo}HVGRVJHUHQWHVHPUHOD omRDLQFHQWLYRV¿QDFHLURVFRP SHWLomR SRWHQFLDO GH PHUFDGR GLVWULEXLomR HQWUHJD H VHUYLoR LQFHQWLYRV GR JRYHUQR ULVFR H

lucro)

6HOHomRGHPHUFDGR 8VRGHLQWHUPHGLiULRV 0L]GHSURGXWRV

'HVHQYROYLPHQWRGHSURGXWRV 3URPRomR

3UHoR (TXLSH 7HFQRORJLD

&RQKHFLPHQWRGH0NWJ([S 3ODQHMDPHQWR

3ROtWLFDGHH[SRUWDomR &RQWUROHGHJHUHQFLDPHQWR 4XDOLGDGH

&RPXQLFDomR

3URSHQVmRDH[SRUWDU ([SRUWDo}HV

3UREOHPDVGHH[SRUWDomR ([SRUWDGRUHV;QmRH[SRUWDGRUHV 1tYHOGHH[SRUWDomR

3HUFHSo}HVHPUHODomRDVH[S ,QWHQVLGDGHGHFUHVFGDVH[S %DUUHLUDVDH[SRUWDomR

Figura 2:0RGHORJHUDOSDUDDQiOLVHGHGHVHPSHQKRHPH[SRUWDomRHYDULiYHLV

WD[DGHFUHVFLPHQWRHPH[SRUWDo}HVHSHUFHQWDJHPGHH[SRUWDo}HVHPUHODomRjVYHQGDVWRWDLV

FRQWDELOL]DGDV2UHVXOWDGRVLQWpWLFRGHVWDFRPSLODomRSRGHVHUREVHUYDGRQD)LJXUDRQGH

as variáveis usadas para mensurar cada um dos construtos estão relacionadas abaixo destes.

$VSULQFLSDLVFRQFOXV}HVGRHVWXGRIRUDPLJXDOPHQWHDRHVWXGRGH&DYXVJLOH1HYLQ

TXHHP¿UPDVHPTXHRVJHUHQWHVHVWHMDP¿UPHPHQWHFRPSURPHWLGRVFRPDH[SRUWDomRRGH

VHPSHQKRHPH[SRUWDUWHQGHDVHUPHOKRU2PHVPRSRGHVHUD¿UPDGRSDUDFRPUHODomRDRV

FRQVWUXWRVJHUHQFLDPHQWRGHVLVWHPDVHDWLYLGDGHVGHSODQHMDPHQWRGHH[SRUWDomR$GHPDLV

DV¿UPDVTXHMiUHDOL]DPH[SRUWDo}HVSRUWDQWRPDLVH[SHULHQWHVWHQGHPDWHUPHOKRUGHVHP

penho em mercados externos do que aquelas que estão iniciando as suas atividades no exterior.

5HVXPLGDPHQWHRIDWRUFRPSHWrQFLDVHPRVWURXFRPRRPDLVLPSRUWDQWHSDUDRVXFHVVRGH

XPD¿UPDQDH[SORUDomRGRPHUFDGRH[WHUQRYLDH[SRUWDomR

2.2.6. Keng e Jiuan

$QDORJDPHQWHD%XUWRQH6FKOHJHOPLOFK.HQJH-LXDQUHDOL]DUDPXP

HVWXGRQDWHQWDWLYDGHGH¿QLUDVGLIHUHQoDVHQWUHHPSUHVDVH[SRUWDGRUDVHQmRH[SRUWDGRUDVHDV

FDUDFWHUtVWLFDVTXHGHWHUPLQDPRPDLRURXPHQRUHQYROYLPHQWRHPDWLYLGDGHVGHH[SRUWDomR

QDVHPSUHVDVTXHUHDOL]DPHVVHWLSRGHDWLYLGDGH$EDVHGHGDGRVXWLOL]DGDSDUDHVVHHVWXGRIRL

GHHPSUHVDVGHSHTXHQRHPpGLRSRUWHGH6LQJDSXUD

2TXHVWLRQiULRVXEPHWLGRjVHPSUHVDVSHVTXLVDGDVIRLGLYLGRHPTXDWURSDUWHVSHU¿O

GRQHJyFLRDWLYLGDGHVGHPDUNHWLQJJHUHQFLDPHQWRHPDUNHWLQJGHH[SRUWDomR(VVD~OWLPD

SDUWHVyHUDSUHHQFKLGDSRUHPSUHVDVH[SRUWDGRUDVQRFDVRGDVHPSUHVDVTXHUHVSRQ

GHUDPRTXHVWLRQiULR2HVWXGRUHYHORXDOJXPDVGLIHUHQoDVHQWUHDVHPSUHVDVH[SRUWDGRUDVH

QmRH[SRUWDGRUDV$V¿UPDVH[SRUWDGRUDVHPJHUDOVmRPDLRUHVHPQ~PHURGHIXQFLRQiULRV

HYROXPHGHYHQGDV6mR¿UPDVTXHWrPSDUWLFLSDomRGHFDSLWDOHVWUDQJHLURHRV&((Vchief

executives of exportingWrPIRUPDomRHGXFDFLRQDOVXSHULRUGRVH[HFXWLYRVUHVSRQViYHLV

SRUH[SRUWDo}HVGH¿UPDVH[SRUWDGRUDVVmRSyVJUDGXDGRVHQTXDQWRVRPHQWHQDVHPSUHVDV

TXHQmRH[SRUWDP(PUHODomRDRFRPSRUWDPHQWRDSULQFLSDOGLIHUHQoDIRLQRWDGDHPUHODomR

Figura 3:0RGHORGHVXFHVVRGHH[SRUWDomRFRP

WUrVIDWRUHVGHSROtWLFDGHH[SRUWDomR )RQWH%LMPROW H =ZDUW %LMPROWH=ZDUW

QLVWUDGRUHVFRPHGXFDomRDFDGrPLFDUHGX]LGD

2.2.7. Bijmolt e Zwart

%LMPROWH=ZDUWUHDOL]DUDPDDQiOLVHGRLPSDFWRGRVIDWRUHVLQWHUQRVQRVXFHVVR

nas exportações das empresas holandesas de pequeno e médio porte. Diferentemente dos es

WXGRVDQWHULRUHVHOHVIRFDUDPHVSHFL¿FDPHQWHQDLGHQWL¿FDomRGDH[WHQVmRGDLQÀXrQFLDGRV

IDWRUHVJHUHQFLDLVLQWHUQRVQRVXFHVVRGDVH[SRUWDo}HV2VIDWRUHVIRUDPFODVVL¿FDGRVHPTXD

WURJUXSRVFDUDFWHUtVWLFDVGD¿UPDHVWUXWXUDRUJDQL]DFLRQDODWLWXGHVHPUHODomRjH[SRUWDomR

HSODQHMDPHQWRGHH[SRUWDomRYHU)LJXUD(PXPDSULPHLUDDQiOLVHRVWUrV~OWLPRVJUXSRV

GHIDWRUHVDSUHVHQWDUDPVHXVHIHLWRVIRUWHPHQWHFRUUHODFLRQDGRVDVVLPGLUHFLRQDQGRRVDXWR

UHVSDUDXPDUHGXomRGRPRGHORDVRPHQWHGRLVIDWRUHVFDUDFWHUtVWLFDVGD¿UPDHSROtWLFDGH

H[SRUWDomRYHU)LJXUD2IDWRU³SROtWLFDGHH[SRUWDomR´IRUWHPHQWHUHODFLRQDGRjDOWDJH

UrQFLDGDV¿UPDVH[SOLFRXGDYDULkQFLDGRVXFHVVRGHH[SRUWDomR2VDXWRUHVPHGLUDPR

CARACTERÍSTICAS DA FIRMA (4 indicadores)

ESTRUTURA ORGANIZACIONAL

(4 indicadores)

ATITUDE DE EXPORTAÇÃO (3 indicadores)

PLANEJAMENTO DE EXPORTAÇÃO (11 indicadores)

SUCESSO EM EXPORTAR (4 indicadores)

POLÍTICA DE EXPORTAÇÃO

POLÍTICA DE EXPORTAÇÃO (18 indicadores) CARACTERÍSTICAS

DA FIRMA (4 indicadores)

SUCESSO EM EXPORTAR (4 indicadores)

Figura 4: 0RGHOR GH VXFHVVR

de exportação com um fator de

SROtWLFDGHH[SRUWDomR

VXFHVVRGDHPSUHVDHPH[SRUWDUSRUPHLRGRtQGLFHUHVXOWDQWHGDGLYLVmRGRYROXPHGHYHQGDV

DRH[WHULRUH[SRUWDo}HVHPUHODomRjVYHQGDVWRWDLVHPYDORUVDWLVIDomRHGHVHQYROYLPHQWR

do desempenho de exportação e rentabilidade relativa.

2.2.8. Dhanaraj e Beamish

'KDQDUDM H %HDPLVK XWLOL]DUDP WUrV FRQMXQWRV GH UHFXUVRV WDPDQKR GD ¿UPD

HPSUHHQGLPHQWRRXHPSUHHQGHGRULVPRHLQWHQVLGDGHWHFQROyJLFDTXHVHUYLUDPGHFRQVWUXWRV

chave dentro do modelo de estudo causal conceitual. Após avaliação do modelo estrutural con

FOXtUDPTXHWDPDQKRGD¿UPDFDSDFLGDGHHPSUHHQGHGRUDHLQWHQVLGDGHWHFQROyJLFDPRVWUDUDP

VHUERQVSUHGLWRUHVGHHVWUDWpJLDGHH[SRUWDomRHHVVH~OWLPRPRVWURXLQÀXHQFLDUSRVLWLYDPHQWH

RGHVHPSHQKRGDV¿UPDVYHU)LJXUD

TAMANHO DA FIRMA

EMPREENDIMENTO

INTENSIDADE TECNOLÓGICA

GRAU DE

INTERNACIONALIZAÇÃO DESEMPENHO

Figura 5:&RPSRUWDPHQWRGHH[SRUWDomRXPPRGHORFDXVDO

)RQWH'KDQDUDM H %HDPLVK 'KDQDUDMH%HDPLVK

Partindo da compilação

DSUHVHQWDGD SRU %LONH\

posteriormente a revisão da lite

ratura em desempenho em expor

tação de 1978 a 1988 de Aaby e

Slater (1989) e os demais trabalhos

apresentados na revisão literária

QHVWH HVWXGR R PRGHOR SURSRVWR

SRU 'KDQDUDM H %HDPLVK

PRVWURX DEUDQJHU HP XP ~QLFR

GRUPO DEVARIÁVEL N0

(PSUHHQGLPHQWRHQWHUSULVH

,QWHQVLGDGH7HFQROyJLFDWHFKQRORJLFDOLQWHQVLW\ 9

7DPDQKRVL]H 8

Desempenho (performance) 7

,QWHUQDFLRQDOL]DomRLQWHUQDWLRQDOL]DWLRQ

1mRFODVVL¿FiYHO

TOTAL 132

Tabela 2 - Variáveis contidas nos trabalhos apresentados

QDUHYLVmROLWHUiULDFODVLÀFDGDVGHDFRUGRFRPRPRGHOR de Dhanaraj e Beamish (2003)

PRGHORFDXVDOXPJUDQGHQ~PHURGHYDULiYHLVLQÀXHQFLDGRUDVDRSURFHVVRGHH[SRUWDomRGH

XPD¿UPDGHFLWDGDVQRVWUDEDOKRVGHVWHUHIHUHQFLDOWHyULFRHVWmRFRQWLGDVQRPRGHOR

GH'KDQDUDMH%HDPLVKYHU7DEHOD$OpPGLVVRWUDWDVHGRXPPRGHORPDLVUHFHQWH

TXHOHYRXHPFRQVLGHUDomRRVSURSRVWRVDQWHULRUPHQWH)LQDOPHQWHRPRGHORGH'KDQDUDMH

%HDPLVKIRLR~QLFRDFRQVLGHUDUDLQÀXrQFLDGRSURFHVVRGHH[SRUWDomRGD¿UPDDR

HYHQWXDOGHVHPSHQKRVXSHULRUGDPHVPD1RFDStWXORVHJXLQWHRWUDEDOKRGHVHQYROYLGRSRU

esses autores será melhor descrito.

2.3.

D

3HQURVHLGHQWL¿FRXWUrVFRQMXQWRVGHUHFXUVRVGRPLQDQWHVHPXPD¿UPDVHQGR

HVWHV JHUHQFLDLV RX RUJDQL]DFLRQDLV HPSUHHQGHGRUHV H WHFQROyJLFRV 0XLWR IUHTXHQWHPHQWH

RVUHFXUVRVRUJDQL]DFLRQDLVVmRproxiesGRWDPDQKRGD¿UPDpXPDPHGLGDGDIROJDJHUHQFLDO

indicado pelos UHFXUVRVItVLFRVH¿QDQFHLURVjGLVSRVLomRGD¿UPD-iRVUHFXUVRVHPSUH

HQGHGRUHVUHIHUHPVHDRULVFRHRGLUHFLRQDPHQWRGRVDGPLQLVWUDGRUHVUHVSRQViYHLVSHOR

JHUHQFLDPHQWRGD¿UPD3RU~OWLPRRVUHFXUVRVWHFQROyJLFRVWDQWRWDQJtYHLVTXDQWRLQ

WDQJtYHLVVmRRVTXHSURPRYHPDFULDomRGHknow-how~QLFRTXHSHUPLWHjVHPSUHVDV

se expandam internacionalmente.

6REHVVDLQWHUSUHWDomRGRWUDEDOKRGH3HQURVH'KDQDUDMH%HDPLVKFRQFHEHUDPRPR

GHORFDXVDOFRQFHLWXDOTXHVHUYLXGHEDVHSDUDDSHVTXLVDSRUHOHVUHDOL]DGD3ULPHLUDPHQWH

FRQFHLWXDGRQDWHRULDGD¿UPDHPTXHDIROJDJHUHQFLDOGH¿QHDEDVHGHUHFXUVRVSDUDDH[

SDQVmRGDHPSUHVDGH¿QLUDPRFRQVWUXWR³WDPDQKR´SRUPHLRGHGXDVYDULiYHLVQ~PHURGH

HPSUHJDGRV H YHQGDV 6HJXLQGR DLQGD QD WHRULD GD ¿UPD R GLUHFLRQDPHQWR GR FUHVFLPHQWR

GDHPSUHVDpGH¿QLGRHOLGHUDGRSHORVRVJHUHQWHVGHDOWRHVFDOmR7RGDVDVGHFLV}HVGHVVHV

JHUHQWHVGHSHQGHPGRFRQKHFLPHQWRDGTXLULGRDQWHULRUPHQWHHVXDSHUFHSomRDUHVSHLWRGRV

ULVFRVHEHQHItFLRVGHXPDHYHQWXDOH[SDQVmRLQWHUQDFLRQDOH[SRUWDomR(VVDVFDUDFWHUtVWLFDV

'KDQDUDMH%HDPLVKGH¿QLUDPFRPRRVHJXQGRFRQVWUXWR³HPSUHHQGHGRULVPR´PH

GLGRDSDUWLUGHWUrVRXWUDVYDULiYHLV³OtGHU´³LQRYDomR´H³FRPSURPHWLPHQWR´)LQDOPHQWH

GH³LQWHQVLGDGHWHFQROyJLFD´FRQFHELGRDSDUWLUGDYDULiYHOGHLQYHVWLPHQWRVHPSHVTXLVDH

desenvolvimento.

$SDUWLUGHVVHVWUrVFRQVWUXWRVFKDYHVLQGHSHQGHQWHV'KDQDUDMH%HDPLVKLQVHUL

UDPXPFRQVWUXWRLQWHUYHQLHQWH³JUDXGHLQWHUQDFLRQDOL]DomR´GH¿QLGRSHODVYDULiYHLVGHLQWHQ

VLGDGHHGLYHUVLGDGHGDVH[SRUWDo}HV(FRPRFRQVWUXWRGHSHQGHQWHGH¿QLUDP³GHVHPSHQKR´

HVVH~OWLPRPHGLGRSHODVYDULiYHLVGHUHQWDELOLGDGHFUHVFLPHQWRHSDUWLFLSDomRGHPHUFDGR

2PRGHORFDXVDO¿QDOHVWXGDGRSRU'KDQDUDMH%HDPLVKDSUHVHQWDVHQD)LJXUD

TAMANHO DA FIRMA

EMPREENDIMENTO

INTENSIDADE TECNOLÓGICA

GRAU DE

INTERNACIONALIZAÇÃO DESEMPENHO

EMPREGADOS VENDAS

LIDERANÇA

INOVAÇÃO

COMPROMETIMENTO

P&D INTENSIDADE DIVERSIDADE PROFIT

CRESCIMENTO

SHARE

Figura 6:&RPSRUWDPHQWRGHH[SRUWDomRHGHVHPSHQKRXPPRGHORFDXVDO

)RQWH'KDQDUDM H %HDPLVK 'KDQDUDMH%HDPLVK

'KDQDUDMH%HDPLVKVHEDVHDUDPQRVGHVHQYROYLPHQWRVWHyULFRVGDYLVmREDVHD

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UHVGDEDVHGHUHFXUVRVRUJDQL]DFLRQDLVGDSUySULD¿UPDRXIROJDJHUHQFLDO$VVLPWDPDQKRGD

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TAMANHO DA FIRMA

EMPREENDIMENTO

INTENSIDADE TECNOLÓGICA

GRAU DE

INTERNACIONALIZAÇÃO DESEMPENHO H1

H2

H3

H4 _H5

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de dados e como estes foram analisados.

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para essa diferenciação foi primeiramente o desconhecimento do método completo aplicado

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dados coletados de fontes primárias e secundárias descritas no item imediatamente anterior.

3.1. D

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3.1.1. T

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em valor monetário.

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ANÁLISE DECLASSIFICAÇÃO MÚLTIPLA (MCA)

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Propriedade de produto único

Proximidade do mercado

(*)

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FORÇA DAS ASPIRAÇÕES GERENCIAIS PARA OS OBJE-TIVOS DO NEGÓCIO

Aspirações para crescimento

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dos

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tos das exportações no crescimento

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tações

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sibilidade de exportar

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do pelo número de funcionários que trabalham

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extensivo do mercado doméstico bem como de

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lação de estudos publicados entre 1978 e 1988

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monetária) quanto em número de funcionários.

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Baseados na compilação

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construto tamanho também será representado por número de funcionários.

3.1.2. T

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divisão das vendas ao exterior em relação às vendas totais.

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mais importantes para prever atuação como exportador

AUTOR VARIÁVEL

&DYXVJLO vendas em unidades monetárias

&DYXVJLOH1HYLQ vendas em unidades monetárias

&DYXVJLOH1DRU número de funcionários tempo

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Aaby e Slater (1988) diversas

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volume de vendas anuais

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Gertner (1987)

vendas totais

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Aaby e Slater (1989) não encontraram evidências sobre de que maneira intensidade

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exportarem.

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modelos de produtos além de terem menor introdução de novos produtos no mercado.

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AUTOR VARIÁVEL

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intensidade tecnológica:

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Aaby e Slater (1988) vários

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3.1.3. E

Bilkey (1978) notou que nos trabalhos analisados em sua compilação havia uma tendên

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bem como o desenvolvimento dos recursos para suportarem esse processo.

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com o estudo dos autores.

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correlacionada às exportações.

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res acima mencionados.

AUTOR VARIÁVEL

Cavusgil e Nevin (1981)

gerentes:

quais expectativas em relação aos efeitos da exportação?

qual nível de comprometimento em realizar planejamento de mercado realizam exploração sistemática de oportunidades de exportações?

GHÀQHPSROtWLFDVGHH[SRUWDomR"

Cavusgil (1984)

gerentes:

sistematicamente exploram mercado? políticas formais de exportação?

Cavusgil e Naor (1987)

gerentes:

procuram informações de executivos? predisposição aceitar riscos?

PDLRUFRQKHFLPHQWRÀQDQoDVHSODQHMDPHQWR"

&KULVWHQVHQ5RFKDH*HUWQHU realizam estudos de marketing?

Burton e Schlegelmilch (1987)

gerentes:

grau de instrução

conhecimento de mercado visão otimista mercados externos

Aaby e Slater (1988)

gerentes comprometidos em exportar?

realizam atividades de planejamento de mercado? possuem sistemas de gerenciamento?

Keng e Jiuan (1989) realizam pesquisa de mercado? grau de educação dos gerentes

Karagozoglu e Lindell (1998)

gerentes:

possuem experiência em exportar?

têm competência para exploração oportunidades?

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internacionalidade e desempenho em uma outra hipótese testada nesse mesmo trabalho. O es

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desenvolvido foi considerada uma questão no questionário requisitando ao respondente o número

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3.1.5. D

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medir a rentabilidade das exportações em relação a rentabilidade das vendas domésticas.

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casoreturn on net assetsreturn on equity e return on investmentsSDUDFRUUHODFLRQDURJUDXGH

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AUTOR VARIÁVEL

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&DYXVJLOH1HYLQ exportadores x não exportadores

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&DYXVJLOH1DRU exportadores x não exportadores

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&DORI YHQGDVLQWHUQDFLRQDLVYHQGDVWRWDLV

&KULVWHQVHQ5RFKDH*HUWQHU continuidade em exportar

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satisfação com desempenho em exportar

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