Araújo, Afrânio Galdino deSalgado, Camila Cristina Rodrigues2018-02-222018-02-222017-12-20SALGADO, Camila Cristina Rodrigues. Transient Competitive Advantage Model (TCAM): um modelo para análise da conjuntura de empresas no contexto de vantagens competitivas transitórias. 2017. 146f. Tese (Doutorado em Administração) - Centro de Ciências Sociais Aplicadas, Universidade Federal do Rio Grande do Norte, Natal, 2017.https://repositorio.ufrn.br/jspui/handle/123456789/24790A prominent feature of today's economy is the rapid change. However, many of the ideas in strategy come from a time when things were more stable, which has contributed to the fact that the thought remains rooted in an era of inertia and stability. In this context, McGrath (2013b) proposes a new perspective that is based on the idea of transient competitive advantage, that is, it involves the adoption of practices that adapt to environments in which the advantages come and go, as well as proposes a new strategy playbook, which allows more malleable practices to emerge. However, although the concept of transient competitive advantage is a milestone in the new competitive landscape, it is a theory still in its first steps, as well as needs a practical approach that facilitates its dissemination. Thus, to the extent that there are still no means to analyze these ideas in practice, making them a contribution to organizations, the present study aimed to propose a model to analyze the business environment in the context of transient competitive advantages. For this, an exploratory research was carried out, of applied character, conducted according to the qualitative approach. In operational terms, the research accomplished the following phases: theoretical revision; preparation of the preliminary model - submitted to the evaluation by pre-test; elaboration of the final model; and practical application through multiple case studies. As a result, the Transient Competitive Advantage Model (TCAM) was developed and applied based on the elements Continuous Reconfiguration, Resource Allocation, Leadership, Innovation and Disengagement, which underpin the competition in the scenario of transient competitive advantages. Regarding the cases, the TCAM was applied with managers of six companies that have the technology as a central element, and of the eight scenarios generated through the TCAM it was possible to identify four of them: unfavorable environment; environment conducive but unexplored; alert environment, but immobilized; and consistent environment, but non-systematic and reactive environment. In general, these results reflect realities still distant from competition in the era of transient advantages, despite the dynamic context of which they are part.Acesso AbertoVantagem competitivaVantagem competitiva transitóriaNovo manual da estratégiaTransient Competitive Advantage Model (TCAM)doctoralThesisCNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO