Análise do compartilhamento do conhecimento entre subsidiária e matriz : estudo de caso em uma indústria farmacêutica multinacional

Abstract

The pharmaceutical industry (PI) is recognized as a knowledge-intensive industry. Knowledge sharing can positively contribute to innovation and the competitive advantage of companies in this segment. A large part of these organizations are multinationals and an adequate knowledge sharing between subsidiary and headquarters can be hampered by the emergence os barriers, such as cultural differences, geographical distance, language, among others. This research aims to propose actions to facilitate knowledge sharing in the relationship between subsidiary and headquarters in a multinational pharmaceutical industry using the perspective of the subsidiary's managers. The work was carried out through a single case study of an exploratory type. Data collection occurred through the reading and analysis of documents and through fourteen interviews with managers from various areas and departments. The content analysis technique was used for data analysis. The results demonstrate a similarity with what was found in the literature review: the flow of knowledge happens especially from the headquarters to the subsidiary, which makes the accumulated knowledge sharing at the branch with the head office less effective. Knowledge sharing mechanisms are sufficient, but more constant use of online tools is necessary as a repository of lessons learned and acquired knowledge. As for barriers and facilitators, the interviewees listed the most common ones in the literature (language, time zone, culture, resources and deadlines). Most do not consider language a problem as English is the official language of the organization, however the time zone and culture can make it difficult to share knowledge. Finally, among the benefits mentioned are the possibility of participating in global projects and the positive exposure that the subsidiary acquires when participating in them. The managers highlighted several positive points in the sharing of knowledge, such as the innovation of the projects, the speed of decision making and the importance with which the subsidiary is recognized. The area of opportunity that emerged most frequently was in relation to the flow of knowledge, which ends up being much more of the headquarters to the affiliate, and one of the contributions of this work is the suggestion of improvement actions to mitigate this point of disruption.