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dc.contributor.authorDi Serio, Luiz Carlos
dc.contributor.authorBento, Robson Dantas
dc.contributor.authorMartins, Guilherme Silveira
dc.contributor.authorDuarte, André Luís de Castro Moura
dc.date.accessioned2016-03-03T14:48:20Z
dc.date.available2016-03-03T14:48:20Z
dc.date.issued2011
dc.identifier.urihttp://hdl.handle.net/10438/15652
dc.description.abstractThis work seeks to assess the outsourcing process adopted by Philips for producing LCD televisions. The authors used the Resource-based Theory and the Transaction Cost Theory for analyzing the case. Based on industry data and interviews with ten of the company’s senior executives, this study sought to understand how the decision making process was carried out and how it affected the company’s activities in the field of LCD televisions. Philips has lost its competitiveness in the Brazilian market – it went from being the leader in 2006 to fourth place in 2009, both as far as regards its sales volume and value. The executives pointed out that the LCD panel is an important resource and that its supply by third parties represented a high transaction cost. The results illustrate the complementarity that exists between the RBT and TCT theories in a competitive environment that has few players.eng
dc.language.isoeng
dc.publisherJournal of TechnologyManagement & Innovation
dc.subjectOutsourcingeng
dc.subjectResource-based theoryeng
dc.subjectTransaction cost theoryeng
dc.subjectCase studyeng
dc.titleStrategic outsourcing? The Philips case in the LCD TV marketeng
dc.typeWorking Papereng
dc.subject.areaAdministração de empresaspor
dc.contributor.unidadefgvEscolas::EAESPpor
dc.subject.bibliodataPlanejamento estratégicopor


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