Integrating Weg’s Business Units: How to Generate Positive Externalities Between Business Units of a Global Company in the Process of Internationalization?

Autores

DOI:

https://doi.org/10.18568/internext.v17i2.661

Palavras-chave:

Internationalization, Emerging Multinational, International Competences, WEG’s Business units, Teaching Case

Resumo

Objective: This teaching case describes the trajectory of internationalization of a Brazilian manufacturer of electric motors: WEG. The study proposes to reach the following objectives: (a) understand the company’s process of internationalization from the perspective of international business theories; (b) analyze why the path of internationalization trailed by WEG Automation business unit occurred sequentially to that of WEG Motors; and, (c) reveal if the network of WEG Motors generated positive externalities to the internationalization of WEG Automation.

Method: A real case gives the foundation for a teaching case built over primary and secondary data. Primary data was obtained through semi structured interviews with the director and managers of WEG Automation, carried during late 2016. Interviews were transcribed and jointly used with secondary data, acquired from institutional information available at WEG’s website and documents. Moreover, interviewers performed direct observations during long visits to the company.

Relevance/originality: Examining the actions of a firm’s internationalization process is valuable in the context of emerging multinational companies, particularly when considering different units feed on internal and external competences during the process, corroborating aspects of the behavioral approach of the Uppsala Models.

Theoretical / Methodological Contributions: Applying the theoretical lenses of International Business, such as the Network and Uppsala Models to explain the actions of a Global firm’s internationalization process and, more specifically, to compare the processes of two of its business units – WMO (motors) and WAU (automation).

Social / management contributions: This teaching case is recommended for both undergraduate and post-graduate courses in the Administration, Foreign Trade, and International Management fields, for discussions in themes such as: Internationalization of firms, International Business, Internationalization Theories, and Emerging Markets. Using the case helps improving students’ analytical competences regarding the reality of an emerging market firm that becomes a global player.

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Biografia do Autor

Beatrice Zanellato Mayer, Universidade do Vale do Itajaí -Univali, Santa Catarina, (Brasil)

Doutoranda em administração - PPGA/UNIVALI

Acadêmica e profissional na área de negócios internacionais

Leonardo Carneiro Stuart, Fundação Getúlio Vargas – FGV, Rio de Janeiro, (Brasil).

Internacionalista com MBA em Comércio Exterior e Negócios Internacionais pela Fundação Getúlio Vargas – FGV, Rio de Janeiro, (Brasil).

Graciella Martignago, Miami University fo Science and Technology, (EUA)

Doutora em Administração pela Universidade Federal de Santa Catarina - UFSC, Santa Catarina, (Brasil). Docente do Programa de Mestrado em Negócios Internacionais da Miami University fo Science and Technology

Referências

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Fleury, A., & Fleury, M. T. L. (2011). Brazilian multinationals: competences for internationalization. Cambridge University Press.

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Hutzschenreuter, T., Kleindienst, I., Guenther, C., & Hammes, M. (2016). Speed of internationalization of new business units: the impact of direct and indirect learning. Management International Review, 56(6), 849-878.

Johanson, J., & Vahlne, J. E. (1977). The internationalization process of the firm—a model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23-32.

Johanson, J., & Vahlne, J. E. (2011). Markets as networks: implications for strategy-making. Journal of the Academy of Marketing Science, 39(4), 484-491.

Melo, G. T. D. (2010). A reconfiguração dos recursos ao longo do processo de internacionalização de empresas: um estudo de caso na Weg SA. Dissertação de Mestrado. UFRGS.

Ramamurti, R. (2009). Why study emerging-market multinationals. Emerging multinationals in emerging markets, 3-22.

Saes, A. M., Grandi, G., & de Moraes, F. F. (2018). The internationalization of WEG. Journal of Evolutionary Studies in Business, 3(2), 57-91.

Schuster, T., & Holtbrügge, D. (2012). Market entry of multinational companies in markets at the bottom of the pyramid: A learning perspective. International Business Review, 21(5), 817-830.

Smith, M., Dowling, P. J., & Rose, E. L. (2011). Psychic distance revisited: A proposed conceptual framework and research agenda. Journal of Management & Organization, 17(1), 123-143.

Vahlne, J. E., & Johanson, J. (2017). From internationalization to evolution: The Uppsala model at 40 years. Journal of International Business Studies, 48(9), 1087-1102.

Weg (2016, October 17). Annual Report. Retrieved from http://www.WEG.net.

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Publicado

2022-03-17

Como Citar

Mayer, B. Z., Stuart, L. C., & Martignago, G. (2022). Integrating Weg’s Business Units: How to Generate Positive Externalities Between Business Units of a Global Company in the Process of Internationalization?. Internext, 17(2), 312–332. https://doi.org/10.18568/internext.v17i2.661

Edição

Seção

Casos de Ensino