FORMATION OF HORIZONTAL ALLIANCE BY CONSORTIUM AND THE IMPACT ON INTELLECTUAL CAPITAL
DOI:
https://doi.org/10.22409/sbij.v1i97.61140Abstract
The text presents a single, descriptive, inductive case study of a company that adopted the strategy of alliances in the form of a consortium, investigates the motivations that led to the adoption of this cooperative arrangement and how this strategy can be understood according to two theoretical approaches: Resource Dependency Theory – TDR – and Transaction Costs – TCT. Documentary research, interviews, application of a free and semi-structured questionnaire and qualitative content analysis were used to answer two questions: (1) What are the relevant motivating factors for the formation of the alliance and (2) What is the impact of this collaborative association on the components of Intellectual Capital – CI – of the company. It was concluded that the motivating factors for acting in alliances by business consortium are related to the aforementioned theories and that the formation of this horizontal alliance provided the development of the IC and impacted on its three dimensions.
Keywords: Business Consortium; Intellectual Capital; Resource Dependency Theory; Transaction Cost Theory.