Engajamento de stakeholders: o caso de reconhecimento de uma indicação geográfica
This thesis investigates how stakeholder engagement influenced the trajectory, from the beginning of the quest for recognition to the post-grant period, of the Geographical Indication (GI) for the Niagara Rosada grape from Jundiahy. Through a particular case study, the research looked to understand...
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| Tipo de recurso: | tesis doctoral |
| Estado: | Versión publicada |
| Fecha de publicación: | 2025 |
| País: | Brasil |
| Institución: | Escola Superior de Propaganda e Marketing (ESPM) |
| Repositorio: | Biblioteca Digital de Teses e Dissertações da ESPM |
| Idioma: | portugués |
| OAI Identifier: | oai:tede2.espm.br:tede/842 |
| Acceso en línea: | http://tede2.espm.br/handle/tede/842 |
| Access Level: | acceso abierto |
| Palabra clave: | estratégia e inovação em gestão internacional; teoria dos stakeholders; engajamento dos stakeholders; indicação geográfica da uva niagara rosada de jundiahy; tração strategy and innovation in international management; stakeholder theory; stakeholder engagement; geographical indication of the uva niagara rosada de jundiahy; traction CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO |
| Sumario: | This thesis investigates how stakeholder engagement influenced the trajectory, from the beginning of the quest for recognition to the post-grant period, of the Geographical Indication (GI) for the Niagara Rosada grape from Jundiahy. Through a particular case study, the research looked to understand why the process of obtaining recognition for this GI took more than a decade. Anchored in stakeholder engagement theory, the research contributes to its evolution, confirming that previously proposed categories of analysis are relevant to understanding a specific case. The research verifies the current relevance of the categories through a literature review that also incorporates emerging categories. The research adopts a particular case study strategy and participant observation, conducted by the researcher over fourteen months, as the data collection method. The findings show that stakeholder engagement is multifaceted and contingent: varied motives and strategies overlap and contrast throughout the process, with different impacts, which the research identifies. A new concept called Traction is proposed here and the potential opportunity of the Collaborative Governance approach as a management strategy for GIs. The research concludes by showing that different stakeholder groups have diverse levels of engagement throughout the process, suggesting paths for the evolution of Stakeholder Engagement Theory and for the practice of GI in future studies. |
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