RESUMO Este caso de ensino explora a trajetória internacional de uma empresa multinacional de mercado emergente que faz parte da indústria de cosméticos, fragrâncias e produtos de higiene pessoal. A Natura &Co apresenta duas estratégias de internacionalização distintas em duas fases do seu processo de internacionalização: as primeiras decisões parecem seguir o modelo gradual e incremental descrito como o modelo de Uppsala; mais tarde, a empresa caminha para uma abordagem mais arriscada, explicada pela perspectiva do trampolim, ao iniciar uma série de grandes aquisições internacionais. O caso é originalmente projetado para disciplinas de negócios internacionais e estratégia internacional em nível de pós-graduação e explora as teorias acima mencionadas, bem como os motivos de internacionalização e modos de entrada seguidos pela empresa.

ABSTRACT This teaching case explores a unique international trajectory of an emerging market multinational in the cosmetics, fragrances, and toiletries industry. Natura &Co presents two very different internationalization strategies in two distinct moments: the first decisions seem to follow the gradual and incremental model described as the Uppsala model; later on, the company moves toward a more daring approach, explained by the springboard perspective, as it enters a series of large international acquisitions. The case is originally designed for disciplines of international business and international strategy at the graduate level and explores the above-mentioned theories, internationalization motives, and entry modes.

Abstract The mainstream literature has focused on knowledge transfers from parent companies to subsidiaries, while paying less attention to knowledge created at the subsidiary level. But there is a growing trend to knowledge co-creation, and the responsibility of knowledge creation has shifted from headquarters to the corporation as a whole and its subsidiaries. Using a thorough systematic review over a 15-year period in top-tier journals, this thematic analysis finds interesting literature gaps to be filled and proposes a theoretical framework that conceptualizes the reverse knowledge transfer as a complex process; moreover, we offer a detailed view on the phenomenon of reverse knowledge transfer, seeking to contribute to a better understanding of it and providing a basis to assist corporate managers in global strategic planning and knowledge management and scholars in future academic research in the field.

Brazilian diasporas overseas has received little academic interest. Nevertheless, estimates suggest that around three million Brazilians currently live in other countries. The present study looks at a specific type of diaspora: small entrepreneurs from the Brazilian martial arts sector. The study adopts the case study method of research. The unit of analysis is comprised by the martial arts (capoeira and Brazilian jiu-jitsu). Data analysis used secondary and primary data from interviews. Cross-case analysis searched for similarities and differences in the internationalization processes of the two martial arts, using several analytical devices, such as chronologies, timelines, matrices, and pattern matching analysis. Evidences suggest that the concept of diasporic internationalization fits better capoeira than Brazilian jiu-jitsu. However, Brazilian jiu-jitsu shows an initial combination of diasporic and transnational characteristics, but more recently became fully transnational. Brazilian jiu-jitsu became a truly global business, formally organized and professionally managed. Capoeira, however, is still seen as non-commercial and as the preservation and practice of an ancient art. Such ethos, combined with the origin of its members in lower economic classes and their restricted access to capital turns internationalization into an often less profitable activity.

Este caso de ensino apresenta o processo de internacionalização de uma empresa que guarda três peculiaridades: pertencer ao setor de serviços; comercializar software, um produto não típico da pauta de exportações brasileiras; e ter origem no Nordeste do Brasil. Fundada em 1996 na cidade de Fortaleza, a Ivia foi a primeira empresa a lançar o serviço de Internet Banking no Nordeste do Brasil e o primeiro provedor de acesso à Internet com foco no mercado corporativo de Fortaleza. Dez anos depois, a empresa desenvolvia ferramentas de negócios para a web, visando otimizar processos gerenciais de empresas, baseadas na tecnologia de Internet, tendo desenvolvido clientes para seus produtos no Brasil e em Portugal. O caso descreve a trajetória da Ivia em sua primeira década de existência e o início de seu processo de internacionalização. A questão central a ser discutida é de que modo a empresa pode sustentar seu processo de internacionalização, enquanto amplia suas atividades no mercado doméstico. Além disso, o caso permite debater de que forma as ações governamentais podem apoiar o desenvolvimento internacional de pequenas empresas de software, prioridade da atual política industrial.

This teaching case presents the internationalization process of a firm that distinguishes itself in three aspects: it is part of the services industry, sells software (an atypical product in Brazilian exports), and has its headquarters in the Northeast of Brazil. Founded in 1996 in the city of Fortaleza, Ivia was the first company to launch an Internet Banking service in the Northeast of Brazil and the first Internet access provider targeting the corporate market of Fortaleza. Ten years later, the company had developed business tools for web applications, aiming to optimize management processes based on Internet technology. It had customers in Brazil and Portugal. The case describes Ivia's trajectory in its first decade, as well as the beginning of the firm's internationalization process. The central issue to be discussed is how the firm can keep up with its internationalization process and at the same time broaden its scope of activities in the domestic market. In addition, the case offers the opportunity to debate how government agencies can support the international development of small software firms, a priority of the current national industrial policy.