Effects of ownership changes on intraorganizational technological learning
Abstract
This article aims to verify the impact of the change of ownership on the functional strategies associated with intraorganizational processes of technological learning (PIOATs). Based on evidences from the literature showing a relationship between competitive and functional strategies with the nature and concentration of ownership, a case study was conducted in a multinational company taken over by a state-owned company, and it examined how this change affected the PIOATs, from the comparison of time prior to integration and the 17 months following that event. The processes of learning identified in the company (acquisition of internal and external knowledge, and mechanisms of socialization and codification) were identified under acquisition and its conversion throughout the organization and its trajectory examined based on the categories proposed by Figueiredo (2001), variety, intensity, operation and interaction. The results showed that changing the structure of ownership has not worked as a stimulus for maintenance, growth or even emergence of other significant processes in the company.
Key words: technological learning processes, ownership structure, corporate governance.
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