GESTÃO DE PESSOAS EM CONTEXTO INTERNACIONAL Pedro B. da Camara Publicações Dom Quixote Edifício Arcis Rua Ivone Silva, n.° 6 – 2.° -JTCPBt1PSUVHBM 3FTFSWBEPTUPEPTPTEJSFJUPT EFBDPSEPDPNBMFHJTMBÎÍPFNWJHPS ª1FESP#EB$BNBSBF1VCMJDBÎÜFT%PN2VJYPUF $BQB"UFMJFS)FOSJRVF$BZBUUF DPN3JUB.ÞSJBT 3FWJTÍP+PÍP7JEJHBM 1BHJOBÎÍP4FHVOEP$BQÓUVMP ISBN: 9789722042642 XXXERVJYPUFQU Índice 1SFGÈDJP EP"VUPS ................................................................................................................. 11 Parte I – A globalização dos mercados 1SFGÈDJP QFMP1SPGFTTPS$ISJT#SFXTUFSEP)FOMFZ.BOBHFNFOU$PMMFHF3FJOP6OJEP ...... 15 1. Conceito de globalização ............................................................................................... 1.1. "HMPCBMJ[BÎÍPBSDBJDB .......................................................................................... 1.2. "QSJNFJSBWBHBEBHMPCBMJ[BÎÍPNPEFSOB ........................................................... 1.3. "TFHVOEBWBHBEBHMPCBMJ[BÎÍPNPEFSOB ............................................................ 18 1.4. "UFSDFJSBWBHBEBHMPCBMJ[BÎÍPNPEFSOB ............................................................. 18 1.5. %FGJOJÎÜFTEFHMPCBMJ[BÎÍP ................................................................................... 19 1.6. %FTMPDBMJ[BÎÍPEBQSPEVÎÍP ................................................................................. 21 1.7. *NQBDUFEBHMPCBMJ[BÎÍPOPTQBÓTFTFNFSHFOUFTFEFTFOWPMWJEPT .......................... 22 1.8. 6NBHMPCBMJ[BÎÍPDPNSFHSBT .............................................................................. 24 2. Impacte da globalização no mundo dos negócios........................................................... 2.1. "FYQBOTÍPBNFSJDBOBEPQØTHVFSSBFBDSJBÎÍPEFHSBOEFTFTQBÎPTFDPOØNJDPT 2.2. 0BQBSFDJNFOUPEBTNPEFSOBTNVMUJOBDJPOBJT .................................................... 29 2.3. 0BVNFOUPFYQPOFODJBMEBDPODPSSÐODJB ............................................................ 2.4. "NPWJNFOUBÎÍPupmarket das empresas nos países desenvolvidos ...................... 2.5. "SFFTUSVUVSBÎÍPEPUFDJEPFNQSFTBSJBModownsizingFSFFOHFOIBSJBEFQSPDFTTPT 2.5.1. "USBOTJÎÍPEFNPEFMPTPSHBOJ[BDJPOBJT .................................................... 2.6. 0TQSPDFTTPTEFGVTÜFTFBRVJTJÎÜFT'" ......................................................... 3. Os vectores de mudança nas organizações ...................................................................... 3.1. "DPNQMFYJEBEFSFTVMUBOUFEBEJTQFSTÍPHFPHSÈGJDB .............................................. 3.2. 0QBSBEPYPEPVOJWFSTBMJTNPFQBSUJDVMBSJTNP.................................................... 44 3.3. 0TQFSDVSTPTEFJOUFSOBDJPOBMJ[BÎÍP .................................................................... 45 3.4. $BSBDUFSÓTUJDBTEBFNQSFTBNVMUJOBDJPOBM ............................................................ 3.5. "FNFSHÐODJBEBFNQSFTBUSBOTOBDJPOBM .............................................................. 48 3.6. 0NPEPEFGVODJPOBNFOUPFBGPSNBEFQFOTBNFOUPEBFNQSFTBUSBOTOBDJPOBM 50 4. Consequências da globalização na gestão de pessoas ..................................................... 55 4.1. .PEFMPTEFQSFFODIJNFOUPEFDBSHPTEJSJHFOUFTFNTVCTJEJÈSJBTFTUSBOHFJSBT ...... 55 4.2. "FYQBUSJBÎÍPEFRVBESPT .................................................................................... 4.3. 0QFSGJMEPFYQBUSJBEP ......................................................................................... 59 4.4. "JEFOUJGJDBÎÍPFEFTFOWPMWJNFOUPEFHFTUPSFTMPDBJT ........................................... 60 5 Parte II – A internacionalização das empresas 1SFGÈDJPQFMP%S$BSMPT$PTUB7JDF1SFTJEFOUFEP#BODP&VSPQFVEF*OWFTUJNFOUPT 65 5. Principais causas de internacionalização ......................................................................... 5.1. Born globalsBorn transnationals ........................................................................ 5.2. %JNFOTÍPFNBUVSJEBEFEPNFSDBEP ................................................................... 5.3. &TUVEPEPNFSDBEPEFEFTUJOP ............................................................................ 5.4. "GJOJEBEFMJOHVÓTUJDBFDVMUVSBMFDPOIFDJNFOUPEPUFSSFOP ................................. 5.5. 0QPSUVOJEBEF ..................................................................................................... 5.6. $PNQMFNFOUBSJEBEFEBPGFSUBOJDIPEFNFSDBEP ............................................. 6. Principais modalidades de internacionalização ............................................................... &TUSBUÏHJBTEFDPPQFSBÎÍP .................................................................................... 6.2. &TUSBUÏHJBTEFDPNQFUJÎÍP .................................................................................... 81 6.3. &TDPMIBEFNFSDBEPTEFEFTUJOPoGMBORVFBNFOUPversusBGSPOUBNFOUP ............... 82 6.1. 7. Os desafios da internacionalização ................................................................................. 7.1. As diferenças culturais ........................................................................................ 89 7.1.1. $VMUVSBOBDJPOBMFDVMUVSBPSHBOJ[BDJPOBM ................................................. 89 7.1.2. "EJWFSTJEBEFDVMUVSBMDPNPGBDUPSDPOEJDJPOBOUFEBJOUFSOBDJPOBMJ[BÎÍP .... 91 7.1.3. "EBQUBÎÍPDVMUVSBMFJNQPSUÉODJBEPNFSDBEPBMWP................................... 7.1.4. "TEJGFSFOÎBTDVMUVSBJTTFHVOEP)PGTUFEF ................................................. 94 7.1.5. O modelo de Trompenaars ....................................................................... 100 7.2. A Gestão Intercultural ........................................................................................ 109 7.2.1. &NRVFDPOTJTUF ........................................................................................ 110 7.2.2. %JBHOØTUJDPDVMUVSBMEPQBÓTEFBDPMIJNFOUP ............................................ 110 7.2.3. &TDPMIBEBNPEBMJEBEFEFFOUSBEB ............................................................ 7.2.4. 0QÎÍPQPSVNUJQPEFFTUSVUVSBPSHBOJ[BDJPOBM ........................................ 114 7.2.5. 1SFQBSBÎÍPEPBSSBORVFEBPQFSBÎÍP ......................................................... 116 7.2.6. "DPNQBOIBNFOUPEBPQFSBÎÍPFHFTUÍPEFDPOGMJUPT................................. 7.3. A Diversidade na Empresa.................................................................................. 118 7.3.1. "EJWFSTJEBEFDPNPBNFBÎBPVPQPSUVOJEBEF ........................................... 119 7.3.2. 7BOUBHFOTEBEJWFSTJEBEF .......................................................................... 120 7.3.3. *NQFSJBMJTNPDVMUVSBMBDPNPEBÎÍPDVMUVSBMDPNQSPNJTTPDVMUVSBMF 121 TJOFSHJBDVMUVSBM......................................................................................... 7.3.4. "EWFOUPEBNVMUJDVMUVSBMJEBEF .................................................................. 7.4. A mobilização do talento local ........................................................................... 7.4.1. 1PMÓUJDBTEFMPDBMJ[BÎÍPEBHFTUÍP ............................................................... 124 7.4.2. *EFOUJGJDBÎÍPFSFDSVUBNFOUPEFHFTUPSFTMPDBJT ......................................... 128 7.4.3. 1BQFMEPTFYQBUSJBEPTOBJEFOUJGJDBÎÍPFEFTFOWPMWJNFOUPEFUBMFOUP ........ 6 8. Modelos de gestão de subsidiárias no estrangeiro .......................................................... 8.1. 0NPEFMPNBUSJDJBM ............................................................................................. 8.2. 0NPEFMPIFUFSÈSRVJDP ....................................................................................... 8.3. &RVJMÓCSJPEJOÉNJDPFOUSFVOJWFSTBMJTNPFQBSUJDVMBSJTNP ................................... Parte III – As melhores práticas na gestão de pessoas em contexto internacional 1SFGÈDJPEP1SPGFTTPS%PVUPS"MCJOP-PQFTEP*4$5& ....................................................... 145 9. Modalidades de colocação de quadros no estrangeiro .................................................... 149 9.1. 'JOBMJEBEFFEVSBÎÍPEBDPMPDBÎÍP ....................................................................... 149 9.2. %FTMPDBÎÍPUFNQPSÈSJB ........................................................................................ 150 9.3. %FTMPDBÎÍPQBSBEFTFOWPMWJNFOUPEFDPNQFUÐODJBT ............................................. 151 9.4. &YQBUSJBÎÍPQBSBEFTFNQFOIPEFDBSHPTEFHFTUÍPPVDPNFMFWBEBUFDOJDJEBEFF QBSBEFTFOWPMWJNFOUPEFDBSSFJSB......................................................................... 151 9.5. &YQBUSJBÎÍPQBSBJOHSFTTPOVNBDBSSFJSBJOUFSOBDJPOBM ........................................ 152 9.6. *NQBUSJBÎÍPEFHFTUPSFTMPDBJTFUSBOTGFSÐODJBTFOUSFTVCTJEJÈSJBT ......................... 9.7. /PWBTNPEBMJEBEFTEFUSBCBMIPOPFTUSBOHFJSPcommuter assignmentsDPMPDBÎÍP 154 QPSUVSOPTFFRVJQBTWJSUVBJT .............................................................................. 9.8. 1SFFODIJNFOUPEFDBSHPTFNØSHÍPTTPDJBJTEBTVCTJEJÈSJB ................................... 156 10. A deslocação temporária ................................................................................................. 159 10.1. 'JOBMJEBEFTNBJTDPNVOTEFEFTMPDBÎÍP ............................................................... 159 11. A expatriação .................................................................................................................. 161 11.1. 0QSPDFTTPEFTFMFDÎÍPEPFYQBUSJBEP .................................................................. 11.1.1. 3FDSVUBNFOUPJOUFSOP ............................................................................. 11.1.2. 3FDSVUBNFOUPFYUFSOP ............................................................................. 164 11.1.3. 0QFSGJMEFDPNQFUÐODJBTFTQFDÓGJDBTEPFYQBUSJBEP ................................. 165 11.1.4. "WBMJBÎÍPEFDBOEJEBUPTËFYQBUSJBÎÍP ..................................................... 169 11.1.5. &YBNFNÏEJDP ........................................................................................ 11.1.6. "TFMFDÎÍPGJOBMEPFYQBUSJBEP ................................................................. 11.1.7. A EFTJTUÐODJBEPDBOEJEBUPËFYQBUSJBÎÍP ................................................ 11.2. "QSFQBSBÎÍPEBFYQBUSJBÎÍP ................................................................................ 11.2.1. 1SPHSBNBEFGPSNBÎÍPBOUFTEBFYQBUSJBÎÍP ............................................ 11.2.2. $POUFÞEPTGPSNBUJWPT ............................................................................. 11.3. 0DPOUSBUPEFFYQBUSJBÎÍP ................................................................................... 180 11.3.1. .PEBMJEBEFTDPOUSBUVBJT ......................................................................... 180 11.3.2. .FOÎÜFTPCSJHBUØSJBTOPDPOUSBUP ........................................................... 181 11.3.3. $BSUBEFNJTTÍPEPFYQBUSJBEP ................................................................ 11.4. %FUFSNJOBÎÍPEPQSB[PEFFYQBUSJBÎÍP ................................................................ 11.4.1. 1FSÓPEPJEFBMEFFYQBUSJBÎÍP .................................................................... 184 11.4.2. 1SÏBWJTPEFOÍPSFOPWBÎÍP ..................................................................... 185 11.4.3. 3FHSFTTPQSFDPDFEPFYQBUSJBEPQPSJOBEBQUBÎÍPPVSB[ÜFTEJTDJQMJOBSFT .... 185 11.4.4. %FTSFTQFJUPQFMPQSB[PEFFYQBUSJBÎÍPBDPSEBEP ...................................... 186 11.5. 3FHSBTQBSBBSFJOTFSÎÍPEPFYQBUSJBEPOPSFHSFTTPËFNQSFTBNÍF ..................... 186 11.5.1. 'BTFTEPQSPDFTTPEFSFQBUSJBÎÍP ............................................................. 11.5.2. 'BDUPSFTSFMFWBOUFTOBSFJOTFSÎÍPEPFYQBUSJBEP ....................................... 188 11.5.2.1. 'BDUPSFTMJHBEPTËWJEBQSPGJTTJPOBM .......................................... 188 11.5.2.2. 'BDUPSFTTPDJBJT ........................................................................ 190 11.6. 0FRVJMÓCSJPEBWJEBQFTTPBMFQSPGJTTJPOBM .......................................................... 191 11.6.1. 1PUFODJBJTDBVTBTEFDPOGMJUPFOUSFBWJEBQFTTPBMFQSPGJTTJPOBM .............. 192 11.6.1.1. Os casais com dupla carreira ................................................... 192 11.6.1.2. "EFTMPDBÎÍPFFEVDBÎÍPEPTGJMIPT .......................................... 11.6.1.3. "JOTFSÎÍPEPDÙOKVHFFGJMIPTOPQBÓTEFBDPMIJNFOUP ........... 194 11.6.2. 2VFTUÜFTBBOBMJTBSBOUFTEBFYQBUSJBÎÍP ................................................. 196 11.6.3. 2VFTUÜFTBBOBMJTBSEVSBOUFBFYQBUSJBÎÍP ............................................... 11.6.4. 2VFTUÜFTBBOBMJTBSOBGBTFEFSFQBUSJBÎÍP ............................................... 198 11.6.5. "DPNQBOIBNFOUPEPSFQBUSJBEP ............................................................. 199 11.7. "HFTUÍPEBTSFDPNQFOTBT .................................................................................... 199 11.7.1. .PEBMJEBEFTEFHFTUÍPHMPCBMEBDPNQFOTBÎÍPEFFYQBUSJBEPT ................ 202 11.7.1.1.0NPEFMPEBGPMIBEFCBMBOÎP ................................................ 204 11.7.2. 0TBMÈSJPCBTF ......................................................................................... 205 11.7.2.1.-PDBMEFQBHBNFOUP ................................................................ 11.7.3. $PNQMFNFOUPTBMBSJBMEFFYQBUSJBÎÍP ...................................................... 11.7.4. 3FNVOFSBÎÍPWBSJÈWFMPVJODFOUJWPT........................................................ 212 11.7.5. %FUFSNJOBÎÍPEPEPNJDÓMJPGJTDBMEPFYQBUSJBEP ..................................... 212 11.7.6. #FOFGÓDJPTJOFSFOUFTËDPOEJÎÍPEFFYQBUSJBEP ......................................... 11.7.7. 0VUSPTCFOFGÓDJPTFTQFDÓGJDPTfringe benefits .......................................... 214 11.7.8. %FTQFTBTQPOUVBJTSFMBUJWBTËFYQBUSJBÎÍP ................................................ 215 11.7.9. %FUFSNJOBÎÍPEBFOUJEBEFQBHBEPSB ....................................................... 215 11.7.10. $FTTBÎÍPEFSFHBMJBT .............................................................................. 216 11.7.11. *OUFHSBÎÍPEPFYQBUSJBEPOPRVBESPMPDBMEFVNBTVCTJEJÈSJB ............... 216 11.8. "HFTUÍPEPEFTFNQFOIP ..................................................................................... 11.8.1. "GJYBÎÍPEFPCKFDUJWPT............................................................................ 218 11.8.2. 0BDPNQBOIBNFOUPFfeedbackBPMPOHPEPBOP .................................... 221 11.8.3. "BWBMJBÎÍPEFEFTFNQFOIP..................................................................... 221 8 11.9. (FTUÍPEBGPSNBÎÍP ............................................................................................. 11.9.1. 'PSNBÎÍPEVSBOUFPQFSÓPEPEFFYQBUSJBÎÍP............................................ 225 11.9.2. "DUVBMJ[BÎÍPSFMBUJWBNFOUFËBDUJWJEBEFEBFNQSFTBNÍF......................... 226 11.9.3. 'PSNBTEFBWBMJBÎÍPEBSFMFWÉODJBFJNQBDUFEBGPSNBÎÍPQSPHSBNBEB ... 11.10. "HFTUÍPEBDBSSFJSBEPFYQBUSJBEP ....................................................................... 228 11.10.1. *EFOUJGJDBÎÍPFEFTFOWPMWJNFOUPEFUBMFOUP ........................................... 229 11.10.2. 1MBOFBNFOUPEFDBSSFJSBEPFYQBUSJBEP ................................................. 11.10.3. #PBTQSÈUJDBTOBHFTUÍPEBDBSSFJSBEFHFTUPSFTFYQBUSJBEPT .................... 11.10.4. $POTFRVÐODJBTEBNÈHFTUÍPEFDBSSFJSBEFHFTUPSFTSFQBUSJBEPT ........... 12. O insucesso na expatriação ............................................................................................. 12.1. &NRVFDPOTJTUF .................................................................................................. 12.2. Causas de insucesso ............................................................................................. 12.3. .FMIPSFTQSÈUJDBTJOUFSOBDJPOBJTQBSBFWJUBSPJOTVDFTTP ...................................... Parte IV – Perspectivas futuras 13. A função recursos humanos internacional (RHI) ........................................................... 241 13.1. 1BQFMEBGVOÎÍPSFDVSTPTIVNBOPTJOUFSOBDJPOBM ................................................. 241 13.2. "GVOÎÍP3)*DPNPHVBSEJÍEPDØEJHPEFDPOEVUBFQSJODÓQJPTÏUJDPTEB NVMUJOBDJPOBM ...................................................................................................... 13.3. 0QBQFMEBGVOÎÍP3)*OBHFTUÍPEFFYQBUSJBEPT ............................................... 245 13.4. &TUSVUVSBÎÍPJOUFSOBEBGVOÎÍP3)*QBSBBTTFHVSBSBHFTUÍPEFFYQBUSJBEPT ....... 246 14. A identificação e desenvolvimento de gestores globais ................................................... 249 14.1. 0QBQFMEPHFTUPSHMPCBM ..................................................................................... 249 14.2. 0TUSBÎPTEJTUJOUJWPTEPHFTUPSHMPCBM .................................................................. 251 14.3. "USBJSSFUFSFEFTFOWPMWFSHFTUPSFTHMPCBJT ........................................................... 15. As carreiras internacionais .............................................................................................. 15.1. &TQFDJGJDJEBEFEPSFHJNFEPTRVBESPTJOUFSOBDJPOBJT .......................................... 258 ¶OEJDFEF'JHVSBT .................................................................................................................. 261 ¶OEJDFEFRVBESPT ................................................................................................................. 9 Prefácio do Autor Segundo o que tem vindo a lume na imprensa escrita (e na falta de dados oficiais), há mais de 5 000 empresas portuguesas internacionalizadas, a operar geralmente em mais do que um mercado estrangeiro. Julgo que, numa estimativa conservadora, haverá para cima de 10 000 portugueses expatriados, ao serviço dessas empresas, em todos os continentes. Como são preparados para a aventura de ir viver para outro país, muitas vezes cultural, étnica e religiosamente diferente do nosso? Que condições remuneratórias, regalias, apoio à vida familiar, viagens, etc. são ajustados, antes da partida? Como são acompanhados no país de acolhimento e como é avaliado o seu desempenho? Que preparação existe e que preocupação é posta no seu regresso e reintegração na casa-mãe? Estas são algumas das questões-chave a que este livro procura dar resposta e que a investigação existente mostra estarem pouco estudadas e regulamentadas entre nós, sendo serem frequentemente decididas casuísticamente, com muito voluntarismo, pouco planeamento e resultados que ficam aquém do desejado. Num mundo globalizado como o nosso, não é preciso sair fora das fronteiras para ter que lidar com culturas diferentes e ter que gerir a diversidade nas empresas. De facto, com uma população imigrante de cerca de 450 000 pessoas, oriunda da Europa de Leste, de África, do Brasil e da Ásia, temos necessariamente empresas que lidam com pessoas que têm referenciais culturais e civilizacionais diferentes dos nossos. Estaremos a fazê-lo bem e a aproveitar o potencial que essa diversidade nos traz? 11 Tudo indica que, infelizmente, a resposta é negativa e que a diversidade é geralmente vista como uma ameaça ou uma fonte de incompreensão e não como a real oportunidade que representa. Também abordo, em detalhe, as diferenças culturais e a forma de as gerir e as tornar num factor diferenciador e numa vantagem competitiva das nossas empresas. Tive o raro privilégio de estruturar a cadeira de Gestão Internacional de Recursos Humanos do ISCTE e de a leccionar, entre 1998 e 2007. Foram dez anos intensos de estudo e de pesquisa, enriquecidos com os trabalhos de consultoria, nesta área, realizados para muitos clientes, que agora transponho para a presente obra. Foi minha preocupação ter uma abordagem pragmática, que permita aos gestores que a lerem operacionalizar os conceitos expostos. Deu-me prazer escrever este livro, que me parece vir preencher uma importante lacuna no nosso panorama editorial de gestão. Estou confiante em que lhe seja útil a si, Leitor, dando-lhe pistas para gerir uma das questões que ganha, dia-a-dia, maior importância na nossa sociedade. O Autor Abril de 2008 12 Parte I "(ĝĠēĒĝĚīĒšŝĠĕĠĤ.ĖģĔĒĕĠĤ Prefácio 1SPGFTTPS$ISJT#SFXTUFS 1SPGFTTPSPG*OUFSOBUJPOBM)VNBO3FTPVSDF.BOBHFNFOU )FOMFZ.BOBHFNFOU$PMMFHF6OJWFSTJUZPG3FBEJOH6, "HMPCBMJ[BÎÍPUPSOPVTFVNBTTVOUPQPQVMBSOPTÞMUJNPTBOPT &JTUPUFWFVNHSBOEFJNQBDUFOBTQSÈUJDBTFQPMÓUJDBTEF(FTUÍPEF 3FDVSTPT)VNBOPT(3) 2VBOEPFVEFJYFJPNVOEPEBHFTUÍP FFOUSFJOPNVOEPBDBEÏNJDPIÈNBJTEFEVBTEÏDBEBTB(FTUÍP *OUFSOBDJPOBMEF3FDVSTPT)VNBOPT(*3) FSBFODBSBEBDPNPVN BTQFDUPVNQPVDPJOWVMHBSEBRVJMPRVFFSBHFSBMNFOUFWJTUPDPNP VNUFNBFTQFDÓmDPEFDBEBQBÓT/ÍPIBWJBMJWSPTTPCSFPBTTVOUPF FYJTUJBNQPVDPTBSUJHPT)PKFFNEJBIÈEF[FOBTEFMJWSPTFNJMIBSFT EFBSUJHPTBDFSDBEB(*3) &NCPSBIBKBVNHSBOEFEFCBUFBDFSDBEPTJHOJmDBEPFJNQBDUF EBHMPCBMJ[BÎÍPOÍPTFQPEFEFRVBMRVFSNPEPQÙSFNEÞWJEBB JOnVÐODJBDSFTDFOUFEBJOUFSOBDJPOBMJ[BÎÍP"TFNQSFTBTNVMUJOBDJPOBJT./$T EFCBUFNTFDPNBTRVFTUÜFTMFWBOUBEBTQFMPTFVEFTFKP EFUFSQPMÓUJDBTTFNFMIBOUFTFNUPEPPNVOEPQPSRVFJTTPÏFmDB[ FNUFSNPTEFDVTUPFRVJUBUJWP FNCPSBSFDPOIFÎBNBOFDFTTJEBEFEF NPMEBSBTTVBTQSÈUJDBTFNDPOTPOÉODJBDPNBTJOTUJUVJÎÜFTFBDVMUVSBMPDBJT&TUBEVBMJEBEFÏUBMWF[NBJTGPSUFOPDBNQPEBHFTUÍPEF SFDVSTPTIVNBOPTPOEFPTDVTUPTDPNBTQFTTPBTRVFTÍPSFDPOIFDJEPTDPNPPDPNQPOFOUFNBJTQFTBEPEPTDVTUPTEFFYQMPSBÎÍPQBSB BNBJPSJBEBTPSHBOJ[BÎÜFT TFDPOGSPOUBNDPNGBDUPSFTUBJTDPNP PTNFSDBEPTFUSBCBMIPMPDBJTTJTUFNBTFEVDBUJWPTMFJTFTJOEJDBUPTo UPEPTFMFTSFGPSÎBEPTQFMBTEJGFSFOÎBTOBTDVMUVSBTOBDJPOBJT"RVFTUÍPÏTFOUJEBEFGPSNBNBJTBHVEBQPSWFOUVSBQFMBTQFTTPBTRVFTÍP USBOTGFSJEBTQBSBPVUSPQBÓTDPNPQBSUFEBTVBDBSSFJSBOBFNQSFTB /ÍPTFOEPFVVNQFSJUPFN(3)FN1PSUVHBMÏVNUFNBRVF NFÏQSØYJNP1BSBPTQPSUVHVFTFTDPNBTVBIJTUØSJBEFEFTDPCSJNFOUPFJNQÏSJPBJOUFSOBDJPOBMJ[BÎÍPOÍPÏVNUFNBOPWP.BTOPT BOPTSFDFOUFTUÐNPDPSSJEPNVEBOÎBTJNQPSUBOUFTDPNVNJNQBDUF TJHOJmDBUJWP5BMWF[EFVNBGPSNBFTQFDJBMBBEFTÍPË6OJÍP&VSPQFJBUFOIBNPEJmDBEPDPOTJEFSBWFMNFOUFPNVOEPEPTOFHØDJPTFN 15 1BSUF*o"HMPCBMJ[BÎÍPEPTNFSDBEPT 1PSUVHBMNPMEBOEPFUSBOTGPSNBOEPBFDPOPNJBEPQBÓT"MHVOT EFTUFTBTQFDUPTUÐNTJEPEFTDPOGPSUÈWFJTBFMJNJOBÎÍPEFCBSSFJSBTFB BCFSUVSBBOPWPTDPODPSSFOUFTRVFJOJDJBMNFOUFQSPQPSDJPOBSBNVN FTUÓNVMPËFDPOPNJBOBDJPOBMDBVTBSBNNBJTSFDFOUFNFOUFEFTMPDBMJ[BÎÜFTFQSFTTÜFTBEJDJPOBJTUSB[JEBTQPSOPWPTDPODPSSFOUFT1PS PVUSPMBEP1PSUVHBMFTUÈOFTUFNPNFOUPBEFTFOWPMWFSNVJUBTÈSFBT EFOFHØDJPRVFOÍPTØTÍPDBQB[FTEFDPODPSSFSJOUFSOBDJPOBMNFOUF DPNPPGB[FNDPNTVDFTTP6NBÈSFBRVFÏDSVDJBMQBSBPTVDFTTPEFTUBTPSHBOJ[BÎÜFTTÍPBTTVBTQPMÓUJDBTFQSÈUJDBTEFHFTUÍPJOUFSOBDJPOBM de recursos humanos. )ÈQPSUBOUPVNBOFDFTTJEBEFØCWJBOFTUFNPNFOUPEFVNMJWSP FNQPSUVHVÐTTPCSF(3)OPDPOUFYUPJOUFSOBDJPOBM&TTFMJWSPEFWFSJBTVNBSJ[BSPOPTTPBDUVBMFOUFOEJNFOUPEPRVFDPOTUBEBMJUFSBUVSBFTUSBOHFJSBTPCSF(*3)EFWFSJBTFSCFNFTDSJUPBQSFTFOUBOEPB UFNÈUJDBEFVNBGPSNBDMBSBFDPNVNBUFSNJOPMPHJBBDFTTÓWFMEFWFSJBTFSFTDSJUPQPSGPSNBBTFSBQFMBUJWPQBSBVOJWFSTJUÈSJPTFHFTUPSFT 4JOUPNFGFMJ[QPSFTDSFWFSFTUFQSFGÈDJPQBSBPMJWSPEPNFVBNJHP 1FESP$BNBSBQPSRVFPNFTNPDPOTFHVJVBUJOHJSFTUFTPCKFDUJWPT 3FDPNFOEPPMJWSPBUPEPT 16 1. Conceito de globalização "JOUFSOBDJPOBMJ[BÎÍPEBTFNQSFTBTFBUFOUBUJWBEFDSJBSNFSDBEPT HMPCBJTOÍPÏVNGFOØNFOPSFDFOUF 1.1. A globalização arcaica )ÈNFTNPRVFNSFmSBVNFTUÈEJPEFglobalização arcaicaRVF BTTFOUPVOBJOUFSOBDJPOBMJ[BÎÍPEPDPNÏSDJPPSJVOEPEB$IJOBF EPNVOEPJTMÉNJDPFRVFBUSBWÏTEFDBSBWBOBTRVFTFHVJSBNFOUSF PVUSBTB3PUBEB4FEBUSB[JBNNFSDBEPSJBTFYØUJDBTBPTQBÓTFTEB CBDJBNFEJUFSSÉOJDB.BD(JMMJWSBZ /PFOUBOUPQBSFDFTFSIPKFSFMBUJWBNFOUFQBDÓmDPFOUSFPTBVUPSFT RVFPTQSFDVSTPSFTEBDSJBÎÍPEFHSBOEFTFTQBÎPTFDPOØNJDPTQMVSJDPOUJOFOUBJTGPSBNPTEFTDPCSJEPSFTQPSUVHVFTFTBPFTUBCFMFDFSFN PEPNÓOJPEBTSPUBTEFEJTUSJCVJÎÍPEFFTQFDJBSJBTFPVUSPTQSPEVUPT FYØUJDPTFOUSFP0SJFOUFFB&VSPQB 1.2. A primeira vaga da globalização moderna "EFTDPCFSUBEB"NÏSJDBQPS$PMPNCPFNFEPDBNJOIP NBSÓUJNPQBSBB¶OEJBQPS7BTDPEB(BNBFNBTTJOBMBNPJOÓDJP da 1.a fase da globalização moderna.BD(JMMJWSBZ3PESJHVFT F%FWF[BT &TUFTEPJTBDPOUFDJNFOUPTGPSBNSFGFSJEPTQPS"EBN4NJUIFN OPTFVTratado sobre a Riqueza das Nações, como «…os dois NBJPSFTFNBJTJNQPSUBOUFTBDPOUFDJNFOUPTSFHJTUBEPTOBIJTUØSJBEB humanidade». 1BSUF*o"HMPCBMJ[BÎÍPEPTNFSDBEPT 1.3. A segunda vaga da globalização moderna "TFHVOEBWBHBEFHMPCBMJ[BÎÍPFDPOØNJDBUFWFJOÓDJPTFHVOEP 3PESJHVFTF%FWF[BT DPNP$POHSFTTPEF7JFOBFN BQØTBEFSSPUBmOBMEF/BQPMFÍPRVFTFEFTUJOPVBDSJBSVNBOPWB PSEFNQPMÓUJDBOB&VSPQB &TUBaGBTFDBSBDUFSJ[BTFQFMPimperialismo económicoBTTFOUF OP TJTUFNB EF QBDUP DPMPOJBM FN RVF BT NFUSØQPMFT JNQPSUBWBN NBUÏSJBTQSJNBTEBTDPMØOJBTBQSFÎPTSFEV[JEPTBTUSBOTGPSNBWBNF FYQPSUBWBNQBSBBTNFTNBTDPMØOJBTBQSFÎPTTVQFSJPSFTBPTQSBUJDBdos nos mercados mundiais. 4ØDPNPmOBMEB4FHVOEB(VFSSB.VOEJBMFPQSPHSFTTJWPEFTNBOUFMBNFOUPEPTJNQÏSJPTDPMPOJBJTTFDPNFÎBBBTTJTUJSBVNBBMUFSBÎÍPOFTUBMØHJDBEFDPNÏSDJPJOUFSOBDJPOBM 1.4. A terceira vaga da globalização moderna "UFSDFJSBWBHBEFHMPCBMJ[BÎÍPRVFWJWFNPTQSFTFOUFNFOUFUFSÈ UJEPJOÓDJPTFHVOEP#PSEP DPNPBCBOEPOPQFMPT&6" EBDPOWFSUJCJMJEBEFEPEØMBSFNPmNEPBDPSEPEF#SFUUPO 8PPETFNRVFUJOIBSFHVMBEPEFTEFPSFHJNFNPOFUÈSJPJOUFSOBDJPOBM FBQSPHSFTTJWBMJCFSBMJ[BÎÍPEPTnVYPTEFDBQJUBJT RVFMIFTVDFEFV 3PESJHVFTF%FWF[BT DPOTJEFSBNNBJTNBSDBOUFVNDPOKVOUPEFBDPOUFDJNFOUPTRVFTFDPODFOUSBSBNOBÞMUJNBEÏDBEBEP TÏDVMPxxFNRVFBWVMUBNBUSBOTJÎÍPEB$IJOBQBSBVNBFDPOPNJB EFNFSDBEPBJNQMPTÍPEPCMPDPTPWJÏUJDPFBTSFGPSNBTFDPOØNJDBT na Índia, em 1991. Evans et al. SFDPSEBNRVFBNBJPSQBSUFEPTJOHSFEJFOUFTEB BDUVBMWBHBEFHMPCBMJ[BÎÍPKÈFYJTUJBIÈEÏDBEBTTFNUFSQSPWPDBEPBT BMUFSBÎÜFTFTUSVUVSBJTBRVFBTTJTUJNPT ²PRVFTVDFEFVDPNPQSPHSFTTJWPEFTBSNBNFOUPBMGBOEFHÈSJPEJTQPOJCJMJEBEFHMPCBMEFDBQJUBMBWBOÎPTOBJOGPSNÈUJDBFUFMFDPNVOJDBÎÜFTFDPOWFSHÐODJBHSBEVBMEPTHPTUPTFQSFGFSÐODJBTEPTDPOTVNJEPSFT &TUFTJOHSFEJFOUFTBUJOHJSBNFNEBEPNPNFOUPVNBNBTTBDSÓUJDB SFGPSÎBOEPTFNVUVBNFOUFFPSJHJOBOEPBBDUVBMWBHBEFHMPCBMJ[BÎÍP 18 (FTUÍPEF1FTTPBTFN$POUFYUP*OUFSOBDJPOBM ²JOEJTDVUÓWFMRVFPmOBMEPTÏDVMPxxFBQSJNFJSBEÏDBEBEP BDUVBMUSPVYFSBNVNBBDFMFSBÎÍPFYUSBPSEJOÈSJBEBTUSPDBTËFTDBMB QMBOFUÈSJBFVNBNPEJmDBÎÍPEBQSØQSJBOBUVSF[BEBHMPCBMJ[BÎÍP 'SJFENBO VTBVNBNFUÈGPSBTVHFTUJWBBPBmSNBSRVFB HMPCBMJ[BÎÍPUPSOPVPNVOEPQMBOPFMJNJOBOEPPTPCTUÈDVMPTËDSFTDFOUFBmSNBÎÍPEPTQBÓTFTFNFSHFOUFTF.BD(JMMJWSBZ GBMBOBT TVDFTTJWBTGBTFTEFDPOUSBDÎÍPEPHMPCPRVFTFUPSOPVNBJTGÈDJMEF BCSBÎBSOBTVBUPUBMJEBEF &TUFÞMUJNPPCTFSWBDPNQFSUJOÐODJBRVFBJEBEFNÏEJBEBQPQVMBÎÍPBTJÈUJDBÏIPKFEFBOPTBEBBGSJDBOBEFBOPTFRVFOB &VSPQBNFUBEFEBQPQVMBÎÍPUFNNFOPTEFBOPT 4JHOJmDBJTUPRVFVNBQBSUFTJHOJmDBUJWBEBQPQVMBÎÍPNVOEJBMKÈOBTDFVPVQFMPNFOPTTFNQSFWJWFVEFOUSPEPTBDUVBJTQBSÉNFUSPTEFHMPCBMJ[BÎÍPRVFQBSBBNBJPSJBEFMFTDPOTUJUVJPFTUBEPOBUVSBMEBTDPJTBT %BRVJSFTVMUBRVFFNCPSBQPTTBNUFSVNBJEFJBJNQSFDJTBEPRVF BHMPCBMJ[BÎÍPÏFQPTTBNDPOUFTUBSBMHVNBTEBTTVBTNBOJGFTUBÎÜFT OVODBWJWFODJBSBNVNBPSEFNFDPOØNJDBBMUFSOBUJWB 1.5. Definições de globalização /BHFOFSBMJEBEFEPTDBTPTGBMBTFEFHMPCBMJ[BÎÍPDPNPTJHOJmDBOEPBDSJBÎÍPEFHSBOEFTFTQBÎPTFDPOØNJDPTFBMJWSFDJSDVMBÎÍPEF DBQJUBJTFNFSDBEPSJBTFFNDFSUPTDBTPTEFQFTTPBTDPNPOPFTQBÎP 4DIFOHFO /PVUSPTDBTPTQÜFTFPBDFOUPUØOJDPOBNVOEJBMJ[BÎÍPEBTNVMUJOBDJPOBJTFOBTTVBTQSÈUJDBTQSFEBUØSJBTFQPUFODJBMNFOUFNPOPQPMJTUBT )È RVFN UBNCÏN SFmSB DPNP USBÎP FTTFODJBM EB HMPCBMJ[BÎÍP BDUVBMBEFHSBEBÎÍPEBTSB[ÜFTEFUSPDBFOUSFQBÓTFTSJDPToFYQPSUBEPSFTEFDBQJUBMknow-howFCFOTNBOVGBDUVSBEPToFQBÓTFTQPCSFT FYQPSUBEPSFTEFNBUÏSJBTQSJNBTFJNQPSUBEPSFTEFUVEPPSFTUP &TFUPEPTFTUFTBTQFDUPTBQBSFDFNBTTPDJBEPTËHMPCBMJ[BÎÍPB WFSEBEFÏRVFOÍPUPDBNOPDFSOFEFTUFGFOØNFOPRVFDPOTJTUFFTTFODJBMNFOUFOBDSJBÎÍPEFVNBUFJBEFOTBEFDPNQMFNFOUBSJEBEFTF JOUFSEFQFOEÐODJBTFOUSFBTFDPOPNJBTEFTFOWPMWJEBTFBTRVFFTUÍPFN WJBTEFEFTFOWPMWJNFOUP 19 1BSUF*o"HMPCBMJ[BÎÍPEPTNFSDBEPT *TTPNFTNPSFTVMUBEBEFmOJÎÍPQSPQPTUBQFMP'VOEP.POFUÈSJP *OUFSOBDJPOBM'.* oj"HMPCBMJ[BÎÍPÏBDSFTDFOUFJOUFSEFQFOEÐODJB FDPOØNJDBEPTQBÓTFTFNUPEPPNVOEPBUSBWÏTEPWPMVNFFWBSJFEBEFDSFTDFOUFTEBTUSBOTBDÎÜFTJOUFSOBDJPOBJTEFCFOTFTFSWJÎPTFEF nVYPTEFDBQJUBMx /PNFTNPTFOUJEPWBJBEFmOJÎÍPBWBOÎBEBQFMP/BUJPOBM*OUFMMJHFODF$PVODJMEPT&6"FNFDJUBEBQPS3PESJHVFTF%FWF[BT j(MPCBMJ[BÎÍPPSJHJOBBDSFTDFOUFJOUFSDPOFDUJWJEBEFSFnFDUJEB OPTJOUFOTPTnVYPTEFJOGPSNBÎÍPUFDOPMPHJBDBQJUBMCFOTTFSWJÎPTF QFTTPBTBUSBWÏTEPNVOEPx .BJTEPRVFBDSJBÎÍPEFHSBOEFTFTQBÎPTFDPOØNJDPTBDIBWFEB HMPCBMJ[BÎÍPDPOTJTUFOBinterdependência e complementaridadeRVF DSJBFOUSFBTWÈSJBTFDPOPNJBTOBDJPOBJT & DPNP BGJSNBN )BNJMUPO F 2VJOMBO DJUBEPT QPS The EconomistNBJTEPRVFCBJYPTTBMÈSJPTBHMPCBMJ[BÎÍPQSPDVSB jyFODPOUSBSFmDJÐODJBTFNRVBMRVFSQPOUPEFDBEFJBTEFGPSOFDJNFOUPDPNQMFYBTx &TTBSFEFEFJOUFSEFQFOEÐODJBTGB[DPNRVFBTFNQSFTBTEPTQBÓTFT SJDPTEFTMPDBMJ[FNQBSBQBÓTFTEFNÍPEFPCSBCBSBUBBUPUBMJEBEFPV VNBQBSUFEBTVBQSPEVÎÍPJOEVTUSJBMFFNDFSUPTDBTPTEFTFSWJÎPT DPNPTVDFEFDPNÈSFBTmOBODFJSBTEFUFDOPMPHJBTEFJOGPSNBÎÍPF call centersQBSBB¶OEJB QBSBTFNBOUFSFNDPNQFUJUJWBT &FTTBEFTMPDBMJ[BÎÍPGSFRVFOUFNFOUFOÍPJNQMJDBHSBOEFEJTUÉODJBHFPHSÈmDB 7FKBTFPRVFTFQBTTBDPNBTmaquilladorasOP.ÏYJDPBQSPEV[JS QBSBFNQSFTBTBNFSJDBOBTEPPVUSPMBEPEBGSPOUFJSBPVDPNBTEFTMPDBMJ[BÎÜFTEFQBÓTFTEB6OJÍP&VSPQFJBQBSBB&VSPQBEF-FTUFPVP /PSUFEF«GSJDB .BTFNUPEPTPTDBTPTBTFNQSFTBTSFUÐNOBTVBNÍPBRVJMP RVF EF GBDUP MIFT EÈ P DPOUSPMP EP OFHØDJP o B JOWFTUJHBÎÍP F EFTFOWPMWJNFOUP EF OPWPT QSPEVUPT *% BT UFDOPMPHJBT QSPQSJFUÈSJBTPdesign e o marketingBSFEFEFEJTUSJCVJÎÍPFBDBSUFJSB EFDMJFOUFT 1PSRVFJSPOJDBNFOUFPTNFSDBEPTEFEFTUJOPEFTTFTQSPEVUPTF TFSWJÎPTTÍPFTTFODJBMNFOUFPTEPTQBÓTFTSJDPT 20 (FTUÍPEF1FTTPBTFN$POUFYUP*OUFSOBDJPOBM 1.6. Deslocalização da produção &TUFQSPDFTTPEFDPNQMFNFOUBSJEBEFUFNQSPWPDBEPHSBOEFDPOUSPWÏSTJBOPTQBÓTFTRVFUPNBSBNBJOJDJBUJWBEFEFTMPDBMJ[BSoff shoring "SHVNFOUPVTFFNQSJNFJSPMVHBSRVFTFFTUBWBNBEFTUSVJSQPTUPTEFUSBCBMIPOPTQBÓTFTEFTFOWPMWJEPTQBSBPTJSDSJBSOPTTVCEFTFOWPMWJEPTEFGSBVEBOEPBTTJNBTFYQFDUBUJWBTEBGPSÎBEFUSBCBMIPEPT QSJNFJSPTFHFSBOEPEFTFNQSFHP "mSNPVTFJHVBMNFOUFoFFTUBMJOIBEFQFOTBNFOUPDPOUJOVBWJWB OPT&6"QPSFYFNQMPoRVFBTJTUFNÈUJDBEFTMPDBMJ[BÎÍPEBJOEÞTUSJB FTUÈUJDBJOUSPEV[JBHSBOEFTWVMOFSBCJMJEBEFTOBFDPOPNJBBNFSJDBOB RVFmDBWBEFQFOEFOUFEPFYUFSJPSFNSFMBÎÍPBCFOTJOEVTUSJBJTFTTFODJBJTFFNDBTPEFDPOnJUPUFSJBQFSEJEPBTVBQSØQSJBDBQBDJEBEFEF QSPEVÎÍPPRVFFSBJOBDFJUÈWFMEPQPOUPEFWJTUBFTUSBUÏHJDP &TTFBSHVNFOUPUFNBMHVNNÏSJUPRVFmDPVQBUFOUFIÈVOTBOPT BUSÈTRVBOEPVNUFSSBNPUPFN5BJXBOWFJPBUFSTFWFSBTDPOTFRVÐODJBTOBJOEÞTUSJBJOGPSNÈUJDBBNFSJDBOBQPSRVFDFSDBEFEPT UFDMBEPTFNPOJUPSFTEFDPNQVUBEPSFTFSBNGBCSJDBEPTOBRVFMBJMIB 0UFSSBNPUPBPEFTUSVJSGÈCSJDBTFWJBTEFDPNVOJDBÎÍPQSPWPDPVVNBSVQUVSBOPBCBTUFDJNFOUPEPTNFSDBEPTEFEFTUJOPRVFIÈ NVJUPUJOIBNEFTMPDBMJ[BEPQPSDPNQMFUPPGBCSJDPEFTTFTDPNQPOFOUFT /PUPDBOUFBPTOÓWFJTEFFNQSFHPOPTQBÓTFTEFTFOWPMWJEPTÏWFSEBEFRVFOPDVSUPQSB[PBEFTMPDBMJ[BÎÍPJOEVTUSJBMQSPWPDBBEFTUSVJÎÍPEFQPTUPTEFUSBCBMIPNFOPTRVBMJmDBEPTRVFTÍPUSBOTGFSJEPT QBSBP5FSDFJSP.VOEP 4FHVOEPThe Economist 1PSUVHBMGPJPQBÓTEB6&NBJTBGFDUBEPQFMBEFTMPDBMJ[BÎÍPEFVOJEBEFTQSPEVUJWBTRVFPSJHJOPVEB EFTUSVJÎÍPEFQPTUPTEFUSBCBMIPOPQBÓTFOUSFF 5BNCÏNÏVNGBDUPRVFPBVNFOUPEFEFTFNQSFHPOPTQBÓTFT JOEVTUSJBMJ[BEPTFYFSDFVNBQSFTTÍPOFHBUJWBTPCSFPTTBMÈSJPTFCFOFGÓDJPTEBTVBGPSÎBEFUSBCBMIPFNHFSBMRVFUFOEFSÍPBFTUBHOBSPV NFTNPBEFDSFTDFSThe Economist .BTFYJTUFPSFWFSTPEBNFEBMIB"EFTMPDBMJ[BÎÍPGB[CBJYBSPT QSFÎPTEPTCFOTFTFSWJÎPTQSPEV[JEPTOPFTUSBOHFJSPPVDPNJODPSQPSBÎÍPEFDPNQPOFOUFTGBCSJDBEPTGPSBPRVFCFOFmDJBPTDPOTVNJEPSFTFNHFSBM 21 1BSUF*o"HMPCBMJ[BÎÍPEPTNFSDBEPT 1PSPVUSPMBEPOPNÏEJPQSB[PBTFDPOPNJBTEFTFOWPMWJEBTBDBCBNQPSDSJBSNBJTFNQSFHPTPCSFUVEPOPTFDUPSEPTTFSWJÎPTEPRVF PRVFGPJFMJNJOBEPQFMBEFTMPDBMJ[BÎÍPJOEVTUSJBM &TTFFNQSFHPUFOEFBTFSNBJTRVBMJmDBEPFNBJTCFNSFNVOFrado. &FNCPSBQPTTBOÍPWJSBCFOFmDJBSEJSFDUBNFOUFPTEFTFNQSFHBEPTWÓUJNBTEBEFTMPDBMJ[BÎÍPQPSGBMUBEFRVBMJmDBÎÜFTQFSNJUFHFSBS DPOUSJCVJÎÜFTQBSBB4FHVSBOÎB4PDJBMRVFPTBQPJBNOPEFTFNQSFHP FOBSFDPOWFSTÍPQSPmTTJPOBM .BTRVFSTFPMIFQBSBPTBTQFDUPTQPTJUJWPTEBHMPCBMJ[BÎÍPRVFS TFBDFOUVFBTVBGBDFNBJTTPNCSJBÏOFDFTTÈSJPSFDPOIFDFSRVFÏ VNGFOØNFOPJSSFWFSTÓWFMFRVFWBNPTUFSEFBQSFOEFSBDPOWJWFS com ele. 1BSBBMÏNEFFDPOPNJDBNFOUFJOWJÈWFMEJmDJMNFOUFTFFODPOUSB IPKFOPNVOEPEFTFOWPMWJEPRVFNFTUFKBEJTQPTUPBFGFDUVBSUSBCBMIPTQFTBEPTFUBSFGBTSPUJOFJSBTQPVDPRVBMJmDBEBTFNBMQBHBT /FNQSFDJTBNPTEFJSMPOHF#BTUBPCTFSWBSPRVFTFQBTTBOP OPTTPQBÓTFNRVFUBJTGVOÎÜFTFTUÍPFOUSFHVFTBJNJHSBOUFTQPSRVF OÍPIÈRVFNMIFTQFHVF %BÓRVFPTNPWJNFOUPTBOUJHMPCBMJ[BÎÍPFODBCFÎBEPTQFMP'ØSVN EF1PSUP"MFHSFGBÎBNJSSFTJTUJWFMNFOUFMFNCSBSPNPWJNFOUPMVEJUB OPTÏDVMPĩĚĩRVFTFPQVOIBUFOB[NFOUFËSFWPMVÎÍPJOEVTUSJBMFË NFDBOJ[BÎÍPEPTUFBSFTNBOVBJTFN*OHMBUFSSBFSFBHJVDPOUSBJTTP QPSWF[FTWJPMFOUBNFOUFEFTUSVJOEPGÈCSJDBTFFRVJQBNFOUPTDPN BSHVNFOUPTTFNFMIBOUFTBPTRVFIPKFWFNPTSFFEJUBEPTRVFJTTPJB EFTUSVJSQPTUPTEFUSBCBMIPDSJBSNJTÏSJBFGPNFCFOFmDJBSPHSBOEF DBQJUBMFQPSBÓBEJBOUF 1.7. Impacte da globalização nos países emergentes e desenvolvidos "BOÈMJTFGSJBEPTOÞNFSPTUFNNPTUSBEPRVFBHMPCBMJ[BÎÍPCFOFmDJBOEPPTQBÓTFTSJDPTUFNUSB[JEPNBJTCFOFGÓDJPTQBSBPTQBÓTFT QPCSFTOÍPTØHFSBOEPFNQSFHPNBTFTUJNVMBOEPBFDPOPNJBMPDBM MFWBOEPBPBQBSFDJNFOUPEFJOEÞTUSJBTTVCTJEJÈSJBTFQSFTUBEPSBTEF TFSWJÎPTFDSJBOEPOPWPTNFSDBEPTThe Economist 22 (FTUÍPEF1FTTPBTFN$POUFYUP*OUFSOBDJPOBM Caso de estudo Late moversCFNTVDFEJEPTOBDPNQFUJÎÍPHMPCBM "TBCFEPSJBQPQVMBSEJ[RVFBTFNQSFTBTMPDBJTEPTQBÓTFTFNFSHFOUFT OVODBTFSÍPDBQB[FTEFTFUPSOBSFNDPNQFUJEPSFTHMPCBJTglobal players QPJT FOUSBSBNOPKPHPEFNBTJBEPUBSEFlate movers FOÍPEJTQÜFNEFSFDVSTPT #BSUMFUUF(IPTIBMEJTDPSEBNFBSHVNFOUBNDPOUSBFTUBQFSDFQÎÍP VUJMJ[BOEPPTSFTVMUBEPTEBTTVBTJOWFTUJHBÎÜFTFNNVMUJOBDJPOBJTFNFSHFOUFTCBTFBEBTOFTTFTQBÓTFToHSBOEFTNFSDBEPTFNFSHFOUFTDPNPP#SBTJM QSØTQFSBTOBÎÜFTQFSJGÏSJDBTDPNPB"VTUSÈMJBPVQFRVFOPTQBÓTFTFNEFTFOWPMWJNFOUPDPNPB'JMJQJOBT 0QSJODJQBMQSPCMFNBÏBNFOUBMJEBEFEPNJOBOUFOFTUBTTPDJFEBEFT &TUBTFNQSFTBTFOUSBNOPNFSDBEPHMPCBMOBQBSUFJOGFSJPSEBDVSWBEFWBMPS FIFTJUBNFNTVCJSBDVSWBEFWBMPSDPNQFUJOEPFYDMVTJWBNFOUFQPSDVTUPT CBJYPT0THFTUPSFTOÍPUÐNDPOmBOÎBOBTTVBTDBQBDJEBEFTEFHFTUÍPPVOÍP UÐNBDPSBHFNQBSBDPNQSPNFUFSSFDVSTPTQBSBWFODFSFTUFEFTBmP 0TBVUPSFTVTBSBNB3BOCBYZVNBJOEÞTUSJBJOEJBOBEPTFDUPSGBSNBDÐVUJDPQBSBJOEJDBSFNUSÐTQBTTPTQBSBVNlate mover ser bem sucedido na DPNQFUJÎÍPHMPCBMNVEBSNFOUBMJEBEFTFODPOUSBSFTUSBUÏHJBTOBTRVBJTTFS um late moverQPEFUSB[FSWBOUBHFOTDPNQFUJUJWBTleapfrogging) e desenvolWFSVNBDVMUVSBEFBQSFOEJ[BHFNDPOUÓOVB "TFNQSFTBTRVFDPOTFHVJSBNBMDBOÎBSPTVDFTTPHMPCBMBQSFOEFSBN DPNPBQSPWFJUBSPnVYPDPOTUBOUFEFOPWBTOFDFTTJEBEFTFEFTBmPTRVFB DPNQFUJÎÍPJOUFSOBDJPOBMQPUFODJB Condensado de )#3, Mar/Abril 2000, pp. 132 e segs. /ÍPIÈFYFNQMPNBJTGSJTBOUFRVFPEB$IJOBRVFOPTÞMUJNPT BOPTQBTTPVEBTJUVBÎÍPEFQBÓTGFDIBEPDPNVNBFDPOPNJBBUSBTBEBFVNSFOEJNFOUPper capitaNVJUPCBJYPQBSBPQBQFMEFNPUPS EPEFTFOWPMWJNFOUPBTJÈUJDPDPNUBYBTEFDSFTDJNFOUPBOVBMEP1*# BSPOEBSFNPTEPJTEÓHJUPTFVNNFSDBEPJOUFSOPnPSFTDFOUFBMJNFOUBEPQPSVNBDMBTTFNÏEJBRVFFOUSFUBOUPTVSHJVFTFUFNWJOEP BBMBSHBSEFGPSNBJNQBSÈWFM 3FDPSEFTFRVFB¶OEJBTFHVFVNQFSDVSTPTFNFMIBOUFEFTEFBT SFGPSNBTFNQSFFOEJEBTFNRVFBBCSJSBNBPFYUFSJPSFNCPSB NBJTGPDBMJ[BEBOPTFDUPSEPTTFSWJÎPT5*4FSWJÎPT'JOBODFJSPTF Call Centers 1BSUF*o"HMPCBMJ[BÎÍPEPTNFSDBEPT Figura n.o 1oj4FTFDPOTJEFSBSPOÞNFSPEFQFTTPBTFOÍPPOÞNFSPEFQBÓTFT BHMPCBMJ[BÎÍPUFNGFJUPEFDSFTDFSSBQJEBNFOUFPOÓWFMEFEFTJHVBMEBEFx (The Economist 1.8. Uma globalização com regras .BTBHMPCBMJ[BÎÍPUFNBTVBGBDFTPNCSJBRVFTFUSBEV[FNFYQMPSBÎÍPEFNÍPEFPCSBUSBCBMIPJOGBOUJMDPOEJÎÜFTEFUSBCBMIPJOTBMVCSFTSFQSFTTÍPQPMÓUJDBFGFOØNFOPTBmOT /ÍPTFEFWFOFHBSJTTPDPNPUBNCÏNOÍPTFEFWFHFOFSBMJ[BS &DVSJPTBNFOUFUBNCÏNBRVJPNFSDBEPÏPHSBOEFSFHVMBEPS /BWFSEBEFEFTUJOBOEPTFPTQSPEVUPTGBCSJDBEPTOPTQBÓTFTEP 5FSDFJSP.VOEPFTTFODJBMNFOUFBPTNFSDBEPTEPTQBÓTFTEFTFOWPMWJEPTIBWFSÈRVFMFWBSFNDPOUBPTWBMPSFTFTFOTJCJMJEBEFTQSFEPNJOBOUFTOFTTFTNFSDBEPT *TUPTJHOJmDBQPSFYFNQMPRVFTFOEPPUSBCBMIPJOGBOUJMBOÈUFNB OPNVOEPPDJEFOUBMBEFOÞODJBQÞCMJDBEBVUJMJ[BÎÍPEFUBJTQSÈUJDBT QPSNVMUJOBDJPOBJTOP#BOHMBEFTIPVOB*OEPOÏTJBUFSJBDPOTFRVÐODJBTJOFWJUÈWFJTOBTWFOEBTQFMPCPJDPUFEPQÞCMJDPBQSPEVUPTQSPEV[JEPTOFTTBTDPOEJÎÜFT 7FKBTFPRVFTFQBTTPVQPSFYFNQMPDPNB-&7*4OB$IJOBEF POEFEFDJEJVQBSUJSBQØTPNBTTBDSFEB1SBÎB5JFOBONFOQBSBOÍPWFS PTFVOPNFBTTPDJBEPBFTTBSFQSFTTÍPTBOHSFOUBPVDPNB/*,&RVF TVTQFOEFVBTVBPQFSBÎÍPOB*OEPOÏTJBBQØTBEFOÞODJBEBVUJMJ[BÎÍP EFUSBCBMIPJOGBOUJMDPOEJÎÜFTJOTBMVCSFTFTBMÈSJPTEFNJTÏSJB 3FmSBTFBJOEBRVFB%&#&&34TFWJVPCSJHBEBBBTTVNJSQVCMJDBNFOUFPDPNQSPNJTTPEFOÍPDPNQSBSEJBNBOUFTPSJVOEPTEF[POBT EFHVFSSBFN«GSJDBPTjEJBNBOUFTEFTBOHVFx QPSTFUFSDSJBEPB QFSDFQÎÍPOB&VSPQBFOPT&6"EFRVFFTTBTDPNQSBTBKVEBWBN 24
Download
