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Internationalization and Organizational Change

2001; Taylor & Francis; Volume: 2; Issue: 3-4 Linguagem: Inglês

10.1300/j140v02n03_04

1528-6932

Clóvis L. Machado-da-Silva, Adriana Machado Casali, Bruno Henrique Rocha Fernandes,

Innovation and Knowledge Management

Abstract This work analyzes the changes caused by the adoption of a strategy of internationalization in two Brazilian companies: Embraco of the machinery sector and Bamerindus of the banking sector. In the case of Embraco, it was confirmed that there was a relation between three specific instances in the process of internationalization and the adoption of mechanisms of normative integration by the company connected to the dissemination of values, transfers of personnel, communication between the units, programs of personnel exchange, and training and job rotation. In the case of Bamerindus, the impact of internationalization on the interpretive schemes of the organizational managers at each strategic level was evaluated. In both cases, the effect of internationalization was gradual and continuous, characterizing the change as incremental although the direction of change was different in each of the companies analyzed. The explanation for the type of change in each case appears to result from differences in interpretation of which environment constituted the institutional context of reference of each company.