| dc.description.abstract | The mobilization of resources that organizations constantly do reflects the strategic changes that aim to implement. Over time, these features are built in order to create differentiation against its competitors. In recent decades, the profusion of competition, from diverse backgrounds, working in the international market, brings new dimensions to be studied. The competitive environment, which, during the twentieth century, had been evaluated in two major spheres, organizational and industry, began to receive greater burden of influence of the institutional perspective. The analysis of the competitive environment, therefore, becomes more complex. Hence, it was necessary to involve more strategic decision variables. The importance of the organization's history and the role that certain positions have in the planning of future actions becomes a point to be further investigated. Thus, the path dependence, as an advantage or a disadvantage to be better evaluated with regard to resource mobilization for international integration and reconfiguration of entry strategies. As background to this research, the footwear industry has proved a fertile field to be searched, since it is a mature industry with long-standing tradition of exporting. Within the overall goal of understanding how resources have been reconfigured, over time, depending on the approach of the RBV (Resourced-Based View), and how they were able to contribute or respond to the action strategies in international markets of footwear companies from Rio Grande do Sul, we sought answer how the reconfiguration of resources relates to such changes. To do so, as a research strategy, we chose to study two cases of export companies that have different trajectories. Initially, we interviewed three professionals with historicity within the industry; they were not acting in the companies studied and later became three interviews in each of them, with key persons in the configuration of resources over time. we concluded that the mobilization of resources is linked to decisions in the past and can generate new inflection points that will mark out the future strategic moves. Thus, those assessments of the institutional and historical analysis should be part of the evidence against that managers face daily. We also noticed that the studies on internationalization strategies, erected in advanced countries, must be studied harder to understand the complexity of the environments of emerging economies. | en |
