Among Other Factors, We Highlight Major Events As the Oil Crises That Occurred Between

The events in the 1970 and 1990 led to profound changes in the global economy, the relationship between marketing strategy in the countries and organizations.

Among other factors, we highlight major events as the oil crises that occurred between the late 1970s and 1980s that compromised the development of countries like Brazil and Mexico, the fall of the Soviet socialist economic system occurred in the 1980 and 1990 in resulting in the Gorbachev government, consolidation of the supremacy of the capitalist model of the socialist model.

This event helped to increase the accession of other countries to the European Union (established 1958) at the beginning of the century, the total inflow of twelve new countries. A similar phenomenon occurred with other economic blocs such as NAFTA in North America, which was joined in Mexico in 1994, and the intensification of discussions on MERCOSUR, South America, and APEC in Asia, which became officially an economic bloc in 1994, when members agreed to transform the Pacific free trade area.

Besides the strengthening of economic blocs, technological advances have enabled greater communication capacity of interrelationships among organizations worldwide, as well studied by NohriaEccles (1992). The rapprochement between the companies resulted in the occurrence of greater exchange between countries, resulting in the need for reassessment of the government regarding the possibility of easing trade barriers, consolidating the model of market globalization.

The economic transition worldwide, between the end of the twentieth century and early twenty-first century, has established deep organizational changes since the easing of entry barriers and changes in the laws allowed the entry of new competitors to a market that was previously protected economic this invasion, and therefore did not have a philosophy of expanding the network through internationalization.

As emphasized by Castells (2005), which considers the physical boundaries of organizations have been eliminated, in part, by new information technology, which in turn is breaking down global barriers to trade, we can infer that the companies which, before the opening market were protected in a local market, they began to contend and compete with space organizations of all sizes and from different regions of the world, forcing them to change their strategies.

With this strategic change in organizations, several organizations joined together to join efforts in response to global competition. Thereby setting the first network concepts, confirmed by Castells (2005). The author has defined in his studies that the enterprise network is the best organizational model to meet current changes in relation to global economic and informational. According to him, organizations began to relate more and more, aiming to ensure their competitiveness and survival through re-mapping the organizational structure and design of new relationships between firms. Organizations have become aware that the operations work best when they are connected to a network of relationships with other organizations.

In the setting of strategic change, some companies have adopted the posture of internalization with different objectives, such as, for example, access to new markets, technology and approach the centers of the decisions of major customers.

The strategy to expand the network from the internationalization has been the keynote of the organizations in recent years. By adopting this plan of network expansion, companies seeking to increase competitiveness through access to new technologies and new markets.

Thus, through the case study Sabo Industria e ComercioLtda, a major Brazilian auto industry, this paper presents a description of how the process of internationalization has occurred, giving, in a practical case, the presence of the main paradigms of social established economic and around the intraorganizational networks.

2. THEORETICAL

In this reference presents a theoretical synthesis of the concepts of networks and internationalization

2.1 Concepts Network

In response to the strategic moves of major international groups, some companies began to eliminate the boundaries among themselves, giving rise to the formation of chains, clusters, networks and alliances (Clegg, Hardy, 1998 apudPerim, 2000), with the focus of mutual aid and complementarity among its participants.

Lord and Eccl (1992) point out that the stance of the companies and produce everything themselves (vertical company) has become obsolete and doomed to failure. Therefore, the development partners aligned and committed to a common goal has become essential to maintaining the competitiveness and survival of organizations.

With the elimination of boundaries between companies, there were the first networking concepts. As Castells (2005) is the best organizational model to meet current changes in relation to the global economy and informational, as organizations began to relate more and more in order to ensure their competitiveness and survival.

The search for complementarity was extended to the international market, from the consolidation of strategic alliances between companies from other countries, according to a study presented by Mazzali & Costa (1997). In recent years, the strategy to expand the network through internationalization has been the keynote of the organizations. With this move, companies seeking access to new technologies and new markets.

Network, from the perspective of organization theory, can be defined as a grouping of companies seeking to join forces to minimize individual weaknesses. That is, in its development organizations tend to create the network environment of complementarity to meet the needs of individual resources, making them efficient and competitive.

According to Thorell (1986), the network is set of nodes or connections between actors, each of which dynamically helps increase the efficiency of firms participating in the network. For the reader unaccustomed to nomenclature on the theme "network", it is possible that the previous paragraph has not been clear. Thus, Figure 1, below, is intended to facilitate understanding of the network.

Figure 1 - Schematic demonstration of the concept of network

Source: the author, adapted from the citation Thorell (1986)

Looking for a single accurate definition of the network is no easy task, since the concept of network is comprehensive, complex and used in several disciplines, as previously mentioned. To Carrão (2004):

"The multiplicity of formats prevents a conceptual homogeneity, which is why it is understood that the reference to the networks should be guided by their basic characteristics."

That is, the author explains that the multiplicity of existing formats, with respect to forms of cooperation between actors, a disincentive to establish homogeneity conceptual network. Therefore, the author suggests seeking to study the fundamental characteristics and the best concept on specific networks.

2.1.1 Economic aspects and their influence on the formation of a network

Grandori and Soda (1995) also made important considerations interorganizational networks, addressing the economic and social aspects as fundamental variables of influence in its operation. Specifically analyzing the economic aspect, it is possible to verify that a network helps to develop advantages related to economies of scale and / or scope of a possible reduction in production costs of each actor.

The need to achieve such savings is related to changes in the market, increasing competition and dwindling resources, as shown in studies by Gulati, Nohria and Zaheer(2000), which state that a network has an important strategic role to respond to the constant fluctuations and changes occurring in the economic environment.

The strategic decision to form a network depends on the needs and economic goals of each actor. However, always will be linked to competitive advantage and the possible benefits of this network.

Lack of confidence due to opportunistic behavior by some players in the network contributes to the generation of transaction costs. In the next topic will be dealt with social issues in greater depth.

2.1.2 Social aspects and their influence on the formation of a network

The social aspects in an organization existed for a long time, even before the evolution of studies on networks.

As Nohria and Eccl (1992), through the various sciences such as anthropology, psychology, sociology and organizational behavior, the subject under the aspect of social networks has been discussed since the 1950s.

For authors and Eccl as Nohria (1992) and Tichy et al. (1979), who stress the social aspects in their studies is not consistent to say that the economic or market changes are the only variables that influence the operation of a network.

One of the great challenges of working in networks is the cultural adaptation of the organizations that traditionally have an individualistic view of business relationships based on bargaining and opportunism.

In a network environment, the spirit of competition and individualism must give way to the collective model based on the exchange, with the goal of exceeding the needs of individual resources, covering technical, commercial, financial or operational. An organization that chooses to work in the network must also be prepared to open relationships and group decision-making (Powell, 1990).

According to Marchi and Wittman (2007), the relationship within the network is an important aspect, which begins to form from the time when the organization chooses to form a network or join an existing one, and remains important until the end of life these clusters. To Marchi and Wittman (2007, p. 6):

"A good level of internal connections between the actors in the network can improve the flow of information and promote a strong cohesion among members of the network. This cohesion can reduce the risks associated with trading, facilitating trust and promoting cooperation. "

Tichy, Tushman and Fombrun (1979) performed an important study, establishing definitions, types and importance of relationships in a network. In this study, besides the concern to establish a definition for the term relationship in a network, demonstrated that the relationship is an agent of great influence on network operation.

In his research, Tichy et al. (1979) state that the organization is a social group that suffers the interaction of its members at all times. Whereas these interactions are also called trade, transactions or relationships, and that a network consists of nodes connected together through established relationships (Fombrun, 1982), it is possible to understand the relationship to an interorganizational network is a central factor maintain the connection between actors that constitute this network.

2.2 Concepts of Internationalization

With globalization, international trade gains strength as well as influence in the economic world, it also enables the exchange of knowledge between the companies, contributing to the restructuring of organizational methods (administrative / production), resulting in increased efficiency.

The process of internationalization of companies has attracted considerable increase in recent decades. In their study, Bennett (2007) demonstrated that evolution by citing the increase in the total flow of foreign direct investment occurred from 1984 to 1998, against the modest growth of world production. Based on this scenario, the author stated that the location of firms in the world was one of the main changes in the international economy.

However, the movement of companies in the world scenario may be something new for the Brazilian economy, but such a strategy was already the object of study since the 1970s. During this period, Uppsala University has been publishing several papers and findings on the internationalization process, through the study of Swedish companies that have adopted the strategy. The studies had great conceptual importance, in relation to internationalization, which became the foundation Nordic School of International Affairs, who succeeded the Uppsala School.

JohansonVahlne For (1977), internationalization is a gradual process of increasing the participation of firms in international markets, and that the economic and business issues facing the company are key factors to set the pace of internationalization process. According to JohansonVahlne (1977, page 24.)

"Typically, companies begin to export to a country through an agent, later establish a sales subsidiary and eventually, in some cases, begin production in the host country."

The authors explain that the process of acquiring and mastering knowledge of the international market, in which you want to develop a strategy of internationalization is critical to the success of strategic action, because otherwise, this aspect becomes a major obstacle to the development of international operations. This view on internationalization is based on the Uppsala model, developed by Johanson and Wiedersheim-Paul from 1975, which describes that internationalization is divided into four stages:

1st Stage: no regular export activities;

Stage 2: Export via agent;

Stage 3: implementation of a sales subsidiary abroad;

Stage 4: implementation of a production subsidiary abroad.

Thus, the Uppsala model can be represented as in Figure 3

Figura 3 - Modelo de formação de Internacionalização

Source: adapted by the author from JohansonVahlne (1977)

JohansonVahlne (1977) observed successive drives and similar companies to establish new operations in different countries, which originate from an economic crisis that occurred in the company adopted a strategy to internationalize. The study also highlighted that 100% of the cases studied, the internationalization started from sales through branches or subsidiaries, and later was the installation of the company in a foreign country.

According to JohansonVahlne (1977), the psychic distance between home country and foreign country in which you want to run the internationalization process is the main aspect that determines the order of time to complete this strategy, a process of internationalization has not influence on others.

According to the authors, the psychic distance is the sum of the factors hindering the development of relationships necessary to establish their internationalization. These factors may be linked to differences in language, culture and business practice. The importance of the export process is highlighted by the authors JohansonVahlne (1977, p. 25.) As the following quote:

"The record of evolution of the company indicate that the use of distributors, an early stage, later reduced the risks of manufacturing abroad."

Welch and Luostarinen (1999), based on their research, defined as the internationalization of continuous activity relationship of the companies in international markets. In other words, a strategy of internationalization feature sets as primary drives or relations of the company, either individually or collectively with other international markets.

The advantage of using a broader definition of the concept is that it allows to consider both sides of the process, ie, internal and external operations that are carried in foreign markets and the flow of transactions in the market of origin, surrounding structures and external agents. The two sides of globalization are closely connected within the dynamics of international trade. Thus, the international term refers to a new attitude of the company or its current concerns regarding the outside activities.

There is a relationship between attitude and actual behavior. Attitude is the basis for decision making of international developments, while the experience of such activities influence these attitudes.

The international evidence that companies - not countries - were at the forefront of the competition. Porter (1989, p.647) emphasized the importance of competing globally. Although the national base of support in the modeling business capabilities to innovate effectively in technology, methods and in the right direction, says that "because they are more favorable national circumstances, but success is not certain. Some thrive and others fail in the same country ".

Companies that have adopted such a plan now to join, merge and build new plants in different countries. These business units were established at strategic points, which may or may not have different goals, aligning themselves in this way, the design of multinational defined by Ghoshal and Bartlett (1990, p.603), which states:

"A multinational corporation consists of a geographically dispersed group and with different objectives, including headquarters and subsidiaries."

Ghoshal and Bartlett (1990) conducted valuable studies on multinationals, characterizing them as separate layered and interconnected in a deep relationship of interaction.

The authors cited in the preceding paragraph also stated in his research that, even with their own characteristics and objectives in each strategic unit, the development of these subsidiaries results in response to different types of dependence and interdependence, as each actor has an important link in the country with a client key supplier or government, benefiting the rest of the group and, in particular, the strategy matrix. In their studies, demonstrate that in a multinational can identify important aspects such as interdependence and relationship between the actors, especially between headquarters and subsidiaries.

According to the authors, the aspects mentioned recently aroused the interest of researchers in order to verify that a multinational can be recognized as an interorganizational network. Although a multinational group can be formed by several companies, each one presents unique feature associated with culture, which varies with the environment in which business unit is located, resulting in competitive advantage for the group.

Ghoshal and Bartlett (1990) highlight a complex problem that can occur in a multinational, due to the weak relationship between the actors, mainly because of geographic distance and cultural difference between the companies that comprise it. However, these problems would be minimized by the influence of hierarchical authority exists, and that should not be measured to generate a loss of autonomy of subsidiaries.

According to Gonçalves (2002), the micro dimension to transnational corporation is the agent for carrying out the process of internationalization, and the transnational corporation is characterized by a large organization that manages the assets in at least two countries and accounts for all investment flows.

3. CASE STUDY