O papel do offset e da transferência de tecnologia para Instalação de um polo aeronáutico

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Gestão & Produção, 28(1), e4874, 2021 | https://doi.org/10.1590/1806-9649.2020v28e4874 1/18 
ORIGINAL 
ARTICLE The role of offset and technology transfer for 
installing an aeronautical industrial pole 
O papel do offset e da transferência de tecnologia para Instalação 
de um polo aeronáutico 
Felipe Fernandez1,2 , Rogério Santos da Costa1,3 , Bianca Tonelli1,4 , 
Nathany Fernanda Tavares Vieira1,5  
1Grupo interdisciplinar de pesquisa em dinâmicas globais e regionais – GIPART, Programa de Pós-graduação em 
Ciências Ambientais, Universidade do Sul de Santa Catarina – UNISUL, Palhoça, SC, Brasil. 
2Universidade do Sul de Santa Catarina - UNISUL, Programa de Pós-graduação em Administração, Florianópolis, 
SC, Brasil. E-mail: felipefernandez65@hotmail.com 
3Universidade do Sul de Santa Catarina - UNISUL, Programa de Pós-graduação em Ciências Ambientais, Grupo 
Interdisciplinar de Pesquisa em Dinâmicas Globais e Regionais – GIPART, Florianópolis, SC, Brasil. E-mail: 
paralelosc46@gmail.com 
4Grupo Interdisciplinar de Pesquisa em Dinâmicas Globais e Regionais – GIPART, Florianópolis, SC, Brasil. E-mail: 
biancatl@hotmail.com 
5Universidade de Granada/ES, Departamento de Ciência Política, Granada, Espanha, E-mail: 
nathanytavaress@gmail.com; nathy_ftv@hotmail.com 
How to cite: Fernandez, F., Costa, R. S., Tonelli, B., & Vieira, N. F. T. (2021). The role of offset and 
technology transfer for installing an aeronautical industrial pole. Gestão & Produção, 28(1), e4874. 
https://doi.org/10.1590/1806-9649.2020v28e4874 
Abstract: This is a unique case study of a phenomenological, exploratory and qualitative 
approach, with a horizontal temporal cut. The goal of the present study was to bring up the current 
stage of a small aeronautical industry in Santa Catarina in regards to offset and technology 
transfer tools. In order to achieve this goal, data collection involved interviews, assembly line 
observation and web page analysis. The results indicate a positive outlook regarding the offset, 
despite its non-use. The perception about technology transfer is negative, being verified that the 
organization needs external technologies. 
Keywords: Technology gap theory; Technology diffusion; Military offset; Technology transfer; 
Aeronautical industrial Pole in Santa Catarina/Brazil. 
Resumo: Este é um estudo de caso único de abordagem fenomenológica, exploratória e 
qualitativa, com recorte temporal horizontal. O objetivo do estudo foi fazer emergir o estágio atual 
de uma pequena indústria aeronáutica catarinense em relação às ferramentas de offset e 
transferência de tecnologia. Para atingir este objetivo a coleta de dados envolveu entrevistas, 
observação da linha de montagem e análise de páginas da internet. Os resultados indicam visão 
positiva em relação ao offset, apesar do seu não emprego. A percepção sobre a transferência 
de tecnologia é negativa, constatando-se que a organização necessita de tecnologias externas 
no seu dia-a-dia. 
Palavras-Chave: Teoria do gap tecnológico; Difusão tecnológica; Offset; Transferência de 
tecnologia; Polo aeronáutico em Santa Catarina/Brasil. 
https://creativecommons.org/licenses/by/4.0/
https://orcid.org/0000-0003-3157-2442
https://orcid.org/0000-0002-1633-0421
https://orcid.org/0000-0001-9062-6864
https://orcid.org/0000-0003-1949-4787
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1 Introduction 
The end of the Cold War period characterized by bipolarity and nuclear tension 
between the United States of America and the former Union of Soviet Socialist 
Republics (USSR) presented a scenario of greater stability and apparent absence of 
major threats in the International System. (Carneiro, 2008) 
This situation required the reduction of military spending even among the greatest 
powers. Facing this scenario, as well as the arise of globalization and the growing 
interconnection between the industrial chains worldwide, the nations that traditionally 
imported their military equipment responded by demanding industrial compensation 
(offset) and technology transfer (T&T) from the exporting countries. 
Petersen (2011) analyzed the impacts of the offset tool on industrial bases and 
security matters in the North-American context, and pointed out as results concerns 
regarding market predominance in the development of offsets policies. According to 
this author, market policies and national policies are not always aligned. Welt (1986) 
worried about the development of matter as a potential competitive tool. 
Palia, in several case studies (Palia, 1992; 1993; Palia & Liesch, 1991; 1997; Palia 
& Yoon, 1994; Liesch & Palia, 1999), on the other hand, stood out in this field of study, 
being responsible for studies of the commercial compensations in various national 
contexts, as in the cases of Australia (1991, 1997, 1999)1, Indonesia (1992), Japan 
(1993) and both North and South Korea (1994), among others. This studies looked into 
identifying and typifying countertrade (commercial counterparts)2. He identified in the 
national contexts the most commonly used types of countertrade, and classified them 
into compensations, offsets and counter-purchases. In this context, countertrade is still 
used as a marketing tool. 
In Brazil, Fiegenbaum & Rondinel (2006) published (in Spanish) a case study called 
“Offset Agreements of Commercial, Industrial and Technological Compensation: A 
Case Study of Brazil”. This work presented a historical review of the use of the tool in 
Brazil and its results pointed out that its introduction and development were mainly held 
by the Ministry of Aeronautics. For these authors, this body was responsible for 
incorporating the theme to Brazil's commercial, industrial and technological policy. In 
fact, there were benefits such as shortening the path of access to new technologies, 
anticipating the product lifecycle, and direct compensation agreements. 
Subsequently, this issue was raised at strategic level in Brazil, with the National 
Defense Strategy (Brasil, 2008, p.9) stating that “Who does not have the domain of 
sensitive technologies, either for defense or for development is not independent.” 
Considering this context, the present study aims to answer the following research 
problem: what is the current stage of a small aeronautical industry in Santa Catarina in 
regards to offset and technology transfer tools? So, the research seeks to identify the 
understanding and perception of the managers of the company Wega Aircraft, located 
in the city of Palhoça, Santa Catarina / Brazil, in regards to the offset and the technology 
transfer and evidence of the use of offset and technology transfer tools by the company. 
This study allows a partial and limited empirical contribution to the case studied. 
However the research can contribute with the description of the company studied and 
follow the changes in its development related to the topic of offsets and technology 
transfer over 3 years. 
 
1 With LIESCH, Peter W; In Australian cases and with YOON, Heon Deok; In the case of the Koreas. 
2 Unlike Brazil, where the terms are commonly used as synonyms, in the international arena offset and 
countertrade are considered to have different meanings, although complementary ones. In this context, offset 
would be a type of countertrade. 
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With regards to the master plan of the city of Palhoça and its surroundings, there is 
the possibility of encouraging the use of offset as an auxiliary tool for technology 
diffusion, creating jobs and income at industrial poles with potentialfor centrifugal 
induction. 
With regards to the city of Palhoça and its surroundings, the research also allows 
us to verify, through the previous experiences demonstrated in the theoretical 
reference, the potential benefits that can be extracted from the use of offset as a tool 
capable to assist in the development of the local aeronautical company. 
2 Theoretical Framework 
This study seeks to broaden the understanding of offset and technology transfer 
tools. These tools can be considered part of the phenomenon of technology diffusion. 
The phenomenon of technology diffusion is seen, according to the technology gap 
approach, as being central to understanding the issues of development and 
underdevelopment. 
The school of technology gap approach presents economic growth as a function of 
the technology gap and the capacities of research, development and use of 
opportunities of the countries. (Fagerberg, 1987; Lindbeck, 1983; Parvin, 1975; 
Cornwall, 1976, 1977). Among the singularities of the theory of the technology gap is 
the dichotomy between Innovation as willingness to increase the degree of economic 
and technological differentiation between the countries, and, on the other hand, 
Diffusion as a way to resolve these differences (Jones, 2000). 
Some countries have been more successful compared to others and this could be 
explained by the sense of opportunity in their geopolitical situation and maturation in 
the reformulation of strategies (Cândido, 2010). The copying and absorption of foreign 
technology start being analyzed through the speed of economic growth and the search 
for convergence with global technological frontiers. (Godinho, 1995) 
Based on the understanding of the technology gap approach and the need to 
suppress this gap as a way to reach development, countries and organizations are 
beginning to pay attention to the phenomenon of technology diffusion and to seek tools 
that can serve for this purpose. In the case of this research the focus is on two of these 
tools, offset and technology transfer. 
A very close definition of the idea that people generally have of technology is 
presented by Rocha (1996), who considers it as the “knowledge applied to the 
production of goods and services and their processes”. Another definition is provided 
by Viotti et. al. (1997, p.26), which admits that technology “comprises a set of scientific 
knowledge useful and applicable to a wide range of projects, processes and products”. 
Thus, the concept of technology transfer observed here is that of Peters (2000), 
who states that technology transfer is the process by which an existing technology is 
applied to a new use or user. For this author, the process relies almost exclusively on 
the existing technological base, promoting the increase of the intensity of its use, rather 
than the expansion of the base through a research and development (R & D) effort. 
In Brazil, INPI (National Institute of Industrial Property) points out that “technology 
transfer is the process through which a set of knowledge, skills and procedures 
applicable to the problems of production are transferred, through an economic 
transaction, from one organization to another, increasing the capacity of innovation of 
the receiving organization “. (INPI, 2005; s / p.). 
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Thus, according to Rogers (2010), technology diffusion represents a process that 
starts with a new idea, then, person “A” who knows about innovation, and person “B” 
who does not yet know about innovation, maintain a social relationship “A” and “B” 
consisting of a large agreement on the conditions under which “A” will speak to “B” 
about innovation and its results. For Kupfer (1996) the process of technology diffusion 
through the point of view of traditional theories would consist of a process of 
adjustments that would take place at the moment when an innovation disturbs a 
previously balanced system. 
For Nelson & Winter (1982), innovation constitutes an endogenous process, from 
the inside to the outside, with organizations ignoring the selection process by the 
market. For Dosi (1984), the triad composed of science, technology and production 
would form a space where multiple interactions would take place, and it would be 
impossible to determine the dominance nature of these relations. In this sense, the 
selection of these would occur later on the market, making the innovation processes in 
this space impossible to be predicted. 
It is possible to state that one of the main motivations for the offset practices is that, 
although the new technologies are a necessary input to the process of development 
and to the increase of productivity, and serve as mechanisms for generating 
“competitive advantages”, these extrapolations on knowledge barriers represent a high 
cost for most countries. (Fernandez et al., 2012; Ivo, 2004) 
According to Ivo (2004), the acquisition of technology under the terms of the offsets 
agreements serves as means of reducing costs with the internalization of knowledge, 
thus reducing the steps for reaching the state of the art in a specific sector. In general, 
the instrument generates an improvement in competitiveness. 
The offset is interpreted in three main ways: as an excessive burden for weapon 
exporting countries (OMB, 1988); as a strategic partnership, for importing countries 
such as Brazil (Brasil, 2008); and as a marketing tool for export companies of defense 
products (Dumas, 2004). 
The Defense Industry Department of the Federation of Industries of the State of São 
Paulo (COMDEFESA / FIESP), in 2015, prepared a study aiming to broadening the 
understanding of offsetting in the sector. According to COMDEFESA (2015), the offset 
started in the 1940s in the field of civil negotiations, with agricultural exchanges for 
strategic minerals. Also for COMDEFESA (2015, p. 13), in the 1960s the use of these 
mechanisms was intensified “mainly motivated by importers who wanted to expand and 
qualify their BID and by exporters that aimed to create dependence of these buyers on 
them, making them dependent, commercially and politically.” 
For the purposes of this study, offset is conceptually understood just as the Brazilian 
Ministry of Defense (MD) (Brasil, 2002) defines it, as “any compensatory practice 
agreed upon by the parties as a condition for importing goods, services and technology, 
with the intention of generating benefits of industrial, technological and commercial 
nature “. 
3 The Offsets Usage history in Brazil 
In Brazil, the offset agreements had the pioneering role of the Brazilian Air Force 
and date back to the 1950s when the Gloster Meteor fighter was purchased in England 
and the countertrade was used to purchase the aircraft, and was compensated by an 
equivalent value in Brazilian cotton (Flores, 1998). 
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When it became necessary to replace these aircraft with a more modern type, in the 
1970s, Brazil acquired Northrop Grumman F-5 E / F Tiger II aircraft, and the offset was 
agreed upon as co-production of aircraft fuselages, resulting in the acquisition of 
habilities in the area of metal-metal welding, compound materials and numerical control 
machine use, according to Bernardes (2000). The qualification received from these 
agreements was important in the consolidation of EMBRAER as an aerospace industry, 
using the ability received in subsequent projects of the company. 
As noted by Modesti (2004) in 1979, there was an agreement in which Boeing 737 
and Airbus A-300 aircraft acquired by Brazilian airlines, Varig (Rio Grande Airway) and 
Vasp (São Paulo Airway), had their seats manufactured by EMBRAER. Also in the field 
of aircraft contracted by Brazilian airlines, in the 1990s, the acquisition of MD-11 aircraft 
by VARIG was compensated by the hiring of EMBRAER as a supplier ofthe Flap sets 
of these aircraft. 
According to the author, in the 1980s the agreement with the Canadian company 
Spahr for the acquisition and launching of the Brasilsat satellites 1 and 2 involved 
offsets worth US $ 175 million, for example the installation of the Telebrás technology 
center in Brasilia. 
Regarding the naval sector, Vargas (2004) states that in the experience of the Navy 
with Offsets, compensation agreements were concentrated in the Rio de Janeiro Navy 
Arsenal (AMRJ), following a policy that forced foreign shipyards to build part of the 
ships in Brazil. Sam Perlo-Freeman (2004) states that these agreements sought to 
reach the highest percentage of national content possible. 
Sam Perlo-Freeman (2004) points out that one of the offsets agreements signed by 
Brazil occurred in the production under license of the Armacchi-326 aircraft, known in 
Brazil by EMB-326 Xavante. The technologies acquired in this process were used in 
the later development with the same Italian company and also Alenia, another Italian 
aeronautical company of the AMX-A1. 
According to the author, the A-1 aircraft, even though it was a failure in market 
terms, enabled the acquisition of technologies used in ERJ family jets that transformed 
EMBRAER into one of the largest aeronautical companies in the world, reaching 40% 
of Market share in 1999. 
According to Modesti (2004) another major offset operation was the purchase of the 
Integrated Center for Defense and Aerospace Control - CINDACTA I, from the French 
company Thompson and resulting in the sale to the French Air Force of 41 Embraer 
Xingu aircraft, used in the training of French pilots of transport aircraft. Also in the 
1980s, when the decision to reactivate Brazilian army aviation exclusively with 
helicopters was made, the option of the French company Eurocopter caused 50 
Embraer T-27 tucano training aircraft to be acquired by the French Air Force. 
Sam Perlo-Freeman (2004) points out that in 1992 there was an agreement in which 
Piper undertook to transfer technology for the construction of light aircraft Seneca to 
EMBRAER. 
In 1997, the acquisition of SIVAM/SIMPAM resulted in 2.8 billion dollars in offsets 
contracts, costing approximately US $ 1.4 billion. Among the results of these 
agreements, ATECH Tecnologias Criticas, a Brazilian company specialized in software 
development and systems integration, became the only company in Latin America to 
manufacture software for air defense and control. 
In 1991 and 1992, the Commercial, Industrial and Technological Compensation 
Policy of the former MAER and Directive 360-1, which regulated the Brazilian Policy of 
the time, according to Modesti (2004) were approved. 
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Fiegenbaum & Rondinel (2006) state that on November 3, 1997, Order No. 749 / GM4 
entered into force, which stated that the Ministry of Aeronautics, in its edicts and 
consequently in its contracts, must necessarily have agreements of compensation in 
exchange for large military purchases, establishing qualifications for the approval and 
conclusion of contracts. Also according to those authors at the end of 2000, the Navy 
Command of Brazil approved its compensation policy, contemplating the requirement 
of compensations in the imports of equipment and systems for the benefit of the 
Brazilian Navy and the naval industry. 
On December 27, 2002, by means of Normative Instruction No. 764 / MD, the 
Commercial, Industrial and Technological Compensation Policy of the Ministry of 
Defense was approved, which undertook the strategic coordination of offsets policy for 
the defense industry, in the imports of systems and equipment by the Brazilian Armed 
Forces. (Fernandez, 2015). 
4 Methodology 
This study may be classified as exploratory, mixed, in the form of a single case 
study, and using a horizontal approach. The mixed- exploratory nature of the study is 
justified by addressing a revealing phenomenon (technology diffusion) and by 
investigating a complex reality. The single case study method was employed because 
the study seeks to understand in depth the investigated phenomenon, in a context that 
involves numerous variables and high instability of occurrence, which requires an 
intensive study (Yin, 2009). 
The object of study included the company Wega Aircraft located in the city of 
Palhoça in the State of Santa Catarina / Brazil that operates in the sector of small 
aircraft of single-engine aircrafts and hydrofoils, classified as small, according to 
BNDES classification criteria (BNDES, 2012). The choice for this company is due to 
the fact that it is one of the two companies representing the beginning of an aeronautical 
pole in Santa Catarina. 
This study presents more research variables than sample elements and, therefore, 
requires triangulation in data collection, as recommended by Creswell (2007). Thus, 
different sources were applied in the collection of data, including observation, personal 
interview, analysis of web pages and bibliographical and documentary research. Data 
collection was performed following the recommendations of Bell (2008) and Flick 
(2009) and the sample for the interview was selected as convenient. 
The direct observation and the initial interviews occurred on 03/09/2016 at the 
premises of the company Wega Aircraft. After the observation of the assembly line and 
the unstructured interview with 2 employees of the company's aircraft assembly line 
and 2 employees of the hydrobus assembly line, the owner and founder of the company 
Mr. Jocelito Wildner and an intervening leader were interviewed (Director of the 
Committee for the Development of the Aeronautical Industry of the Federation of 
Industries of the State of Santa Catarina - FIESC), Mr. César Olsen, having used in 
these interviews a preliminary semi-structured script. 
On 07/11/2018 a new interview was held with the owner of the company Wega, Mr. 
Jocelito Wildner, to follow the development of the company over the last few years, with 
a duration of 45 minutes and a structured script. 
The Table 1 below presents the interviewees, the format of the interviews and the 
year in which they were carried out, the format used with each one and its duration, as 
well as the profile of the interviewees. 
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Table 1. Description of the interviewees and their profile, format and interview duration. 
Entrevistas 
Realizadas Format Duration Interviewee Profile Year of Interview 
(s) 
Jocelito 
Wildner 
Semi-
Structured 
Roadmap 
62 minutes 
(2016) 
Owner and Founder 2016 e 2018 
48 minutes 
(2018) 
César Olsen 
Semi-
Structured 
Roadmap 
35 minutes 
Director of the 
committee for the 
development of the 
aeronautical industry 
of FIESC 
2016 
worker 1 Not 
Structured 7 minutes 
Operator of the 
Aircraft Assembly 
Line of the Company 
2016 
worker 2 Not 
Structured 5 minutes 
Operator of the 
Aircraft Assembly 
Line of the Company 
2016 
worker 3 Not 
Structured 3 minutes 
Operator of the 
Airboats Assembly 
Line of the Company 
2016 
worker 4 Not 
Structured 8 minutes 
Operator of the 
Airboats Assembly 
Line of the Company 
2016 
By authors (2018). 
The presence of the intervening director in the research is justified by his power in 
the company, since it is an unconsolidated pole, whose consolidation concerns the 
Federation of Industries and the State. The decision regarding his participation in the 
survey was also due to the absence of a high-level sample, since the sole manager of 
the company was also its owner, who accumulated technical and management 
functions. This decision was supported by the collection of electronic documents, which 
pointed to the relevance that the intervening director had in the company. He was also 
the only one to go along the owner to the main business fair of the sector(G1, 2013). 
Access to web pages was held on 09/10/2016, between 00:22 a.m. and 6:52 a.m. 
A new electronic data collection was conducted on 10/22/2018 between 19:00 and 
22:00 specifically on the official website of the company Wega Aircraft. The criterion 
used for analysis of websites included all webpages that returned from Google’s search 
engine when the company name was typed in quotes. 
After transcripts of the interviews, the need arose to be sure about the veracity of 
the statements of the interviewees about the certification of companies in the 
aeronautical sector. The researchers decided, then, to include in the triangulation of 
data a visit to the Brazilian National Civil Aviation Agency (ANAC, 2019) page, even 
though it did not meet the inclusion and exclusion standards previously planned. This 
procedure was done in the same period as the access to the other webpages. This 
decision was motivated by the exploratory nature of the research, which enabled this 
adaptation. 
The collected data were analyzed in light of the mixed-approach content analysis 
method, including word counting and thematic affinity data categorization as 
recommended by Flick (2009), Franco (2008) and Bardin (2009). The categorization 
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involved the fragmentation, classification and grouping of collected data previously 
defined based on the specific objectives and the interview script. 
5 Company Description, Product Mix and Employee Development (2013-
2018) 
Wega Aircraft was founded in March 2006 by Mr. Jocelito Carlos Wildner, aircraft 
mechanic, formed by the VARIG school, and had as its initial goal according to the 
company's website “to manufacture lightweight composite aircraft kits of high quality, 
using state-of-the-art techniques and components, thus filling the gap in the Brazilian 
market. “ 
The company located in the city of Palhoça, State of Santa Catarina / Brazil, 
operates in the sector of small single motor aircraft and hydrofoils, and is currently 
classified as a small business, according to BNDES classification criteria (2012). 
The company increased its product mix with the creation of the Eolo Aerobarco and 
the Wind Machine. In the segment of light wing single motor aircraft the company offers 
the planes Wega FG, Wega 180 and Wega XP 400, all these aircraft with two-
passenger cabins seated side-by-side seagull type. The main variation between the 
products is in the powertrain, with the Wega FG engine options from 100 up to 160 hp, 
the Wega 180 from 180 hp and the Wega XP 400 so far has 215 hp engine. The 
company's aircraft, according to the interview with its owner, were provided to private 
customers in Brazil and Argentina for sports and recreational use. 
In the case of the hydrofoil this is described on the company website as being built 
in FIBERGLAS and the company points out that the differential of the boat compared 
to other conventional boats is the condition of being able to operate in shallow water 
and with a lot of aquatic vegetation or mud. The main customers of the hydrofoil were 
the Military and Environmental Police in states of the Pantanal region, as well as 
individuals in those same states who bought it for recreation purposes. The market for 
Aerobarco, according to the CEo of the company Wega, was restrictive mainly due to 
the price of the product, which is around 100 thousand reais (about US$ 20,000).. 
The website of the company (WEGA, 2016) does not offer more descriptions of the 
wind machine, however the owner of Wega described it in the interview as being a 
“giant fan” used to simulate wind, having as only customer so far Rede Globo de 
Televisão. The wind machine uses the same motor of the hydrofoil and adds used 
canisters to direct the wind. 
The research may prove that the company lived its peak between the years of 2013 
and 2015, having increased considerably its staff during that period and recently 
declined with the impact of the economic crisis that started to hit Brazil from that time 
on, remaining only the owner as responsible for all the activities of the company in 
2018. 
Also according to the interview with the owner of the company in 2018, in the year 
2013 the company's staff only had technical staff, in 2015 there was a professional who 
only had the elementary education, 2 professionals with a higher level including a 
mathematician and 8 technicians, and in 2018 there was only him as an employee, 
having said that he has the technical level. However, it can be observed that despite 
the reduction of employees, the premises of the firm remained the same size until the 
date of last observation on 11/11/2018. 
Table 2 below shows the evolution of the number of employees and their level of 
qualification in the period from 2013 to 2018. 
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Table 2. number of employees and their level of qualification (2013 to 2018). 
Year 2013 2015 2018 
No. of Employees 7 11 1 
Employee 
Qualification Level 
Technical degree 
(7) 
middle school (1) 
Technical degree 
(1) Technical degree (8) 
Bachelor degree (2) 
By authors (2018). 
6 Technological Aspects: National Content, Project Efforts and 
Absorption Capacity 
Cohen & Levinthal (1999) understand absorption capacity as the ability to recognize 
the value of new knowledge, to assimilate it, and to apply it for commercial purposes. 
These authors argue that this capability is critical to the company's innovative 
performance. For them, such capacity is cumulative and depends on a number of 
characteristics of the companies, correlated with the individual skills of their employees 
and their internal organization, as well as their previous investments in Research and 
Development (R & D). 
According to the information above, we present an overview of the company's 
current research and development efforts, use of technology, supply structure, national 
content, current technological capabilities, internal learning mechanisms and 
absorptive capacity. 
With regard to research and development efforts, given the serious economic crisis 
of recent years, the only project underway at Wega Aircraft is the project for the 
construction of a 4-seater aircraft, informally called by the owner of Wega 4p. Such a 
project has stopped on the drawing boards due to lack of resources to finalize a 
prototype, and it is the only project that the company presented in the interview with 
the owner in 2018. In addition, the company needs to concentrate the existing 
resources in the completion of an aircraft under production, which is currently the only 
order in the company's portfolio. 
With regard to the company's supply structure and its relation to the national 
content, according to the company owner some technologies that were initially supplied 
by foreign customers were later purchased from domestic suppliers. In the first aircraft 
for example the sets of wheels and brakes were bought from suppliers of the United 
States and are currently purchased in Brazil. In addition, from the beginning the aircraft 
received lining material, resins, acrylic and steel of national origin. 
The most recent effort to increase national content in the company was in the 
attempt to use the national glass fiber and carbon fiber in the construction of aircrafts. 
However, according to the owner, the company must restart importing this material for 
the construction of future aircraft, since according to him, the national fabric is not 
suitable for epoxy, despite a statement to the contrary by the suppliers. Therefore, the 
company believes that it will be necessary to improve quality in this national material in 
the future so that they can effectively replace imported content by national content. He 
also comments on the possibilities of using the national carbon, noting that at that time 
the existingtypes of weave still lack in quality. 
According to the owner of the company, he would like to have more mechanical 
components of the aircraft produced by the national industry, since he thinks that 
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because Brazil has one of the largest civil aviation fleets in the world, it would have 
enough demand for so. The purchase of these items in Brazil could facilitate logistical 
issues. 
About the supply structure, the main foreign components currently purchased are 
the Lycoming piston engines, and the cockpit instruments in the United States of 
America, while the propellers are supplied by a German supplier. The owner also 
believes that currently about 50% of the aircraft uses domestic content with the other 
half being imported. 
On the internal mechanisms of learning the owner pointed out that in the beginning 
of the company the purchase of books and technical materials, including from abroad 
was one of the main learning mechanisms employed. At that time the company also 
tried to employ technology transfer, with the purchase of plans of an aircraft designed 
by a professor from Minas Gerais/Brazil. However the negotiation stumbled on 
commercial issues and technical quality, having the company completely redesigned 
the aircraft. 
Currently, according to the owner of the company, the internet has consolidated as 
the main learning mechanism in the company. The trial-and-error method still plays an 
important role. The company reported, for example, a loss of 250,000 reais (about US$ 
50,000) in acrylic until it was able to obtain the necessary parts and parts and expertise 
in the handling of the product, today one of its main competitive advantages. 
Regarding the technological and scientific capacities of the company, the owner 
reinforced in the interview in 2018 what had already been stated in 2016 on the 
company's capabilities in the handling of materials in fiberglass and carbon fiber. The 
company has technological capabilities in the handling of these materials and in their 
transformation. 
In addition, Wega is able to integrate equipment of different origins in its production 
and its subsequent maintenance. Therefore, the aviation composite construction 
applied to aviation is the main technological capability of Wega Aircraft, according to 
the owner of the company. Public domain technologies also play a major role in the 
company, such as vacuum melt lamination, which results in quality composites. 
It is possible to affirm that the company presented at a given moment absorption 
capacities consistent with the analytical framework presented by De Negri (2006, page 
28). This is because the experience of the professionals, the training of these 
professionals, the use of almost continuous resources in R & D efforts and the 
verification of innovations made by the company in some specific areas, such as the 
use of composite materials applied to aviation, is an indicator of absorptive capacity, 
according to said instrument. 
On the other hand, the crisis faced by the company, with the dramatic reduction in 
the number of employees and investments in R & D makes it uncertain to determine 
the extent to which these capabilities are maintained, even though in the interviews 
with the company manager, the company has stated that it is capable to absorb 
knowledge from potential offset agreements. 
7 Data Analysis and Presentation of Results 
In this section we analyze the data and present the results of the field research. In 
addition, we discuss what was captured from the managers' discourse regarding their 
perception of offset and technology transfer. In cases where differences between what 
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was established by theory and managers' positions were noticed, these differences 
were conflicted with the results of observation and analysis of web pages. 
Among the main aspects of the offset that were raised by managers, stakeholders 
and employees interviewed, it is possible to highlight their understanding on the 
subject, their concerns about the legal frameworks of commercial offset in Brazil, and 
the applicability for receiving benefits. Other aspects that emerged from the interview 
were the fear regarding the possibility of corruption in the process of receiving offsets 
and the questions about how to turn the offset into business. 
As for the interviewees' understanding of the offset tool, the interviews in 2016 
clarified they presented knowledge regarding the subject. Content analysis showed that 
the term offset, with 36 occurrences throughout the transcripts, was the main subject 
addressed throughout the interviews, surpassing the term technology, another focus of 
the study that presented a number of 26 occurrences. 
As shown in table number two, none of the respondents presented a theoretical or 
documentary definition on offset, while they demonstrated that they had knowledge of 
the existing legislation in Brazil on the subject. The Table 3 below contrasts the offset 
definitions according to the Brazilian MD and the US Office of Management and Budget 
to those presented by the owner of the company Wega Aircraft and the director of the 
committee for the development of the aeronautical industry of the Federation of 
Industries of the State of Santa Catarina (FIESC). 
Table 3. Understanding of interviewees compared to reference on offset. 
AUTHORS DEFINITIONS 
Author 1 - Ministry of Defense of Brazil 
(Brasil, 2002) 
“Any compensatory practice agreed between 
the parties, as a condition for importing 
goods, services and technology, with the 
intention of generating industrial, 
technological and commercial benefits. “ 
Author 2 - Office of Management and Budget 
(OMB, 1988, p.82) 
“A range of industrial and commercial 
compensation practices required as a 
condition for the purchase of military 
exports.” 
Interviewee from Wega 
“All offset is a return of their investment in 
Brazilian companies to produce certain 
goods.” 
Interviewee from, FIESC “It is participation, either in capital or in 
technology.” 
By authors (2017). 
Among the perceptions raised by the study with the managers and employees 
regarding the offset tool, it was possible to identify a discussion about the legal 
framework of commercial offset in Brazil. The analysis and the counting of words 
indicated the occurrence of several terms related to the subject “legislation”. The 
concern was expressed repeatedly among the interviewees. 
In view of this, it can be inferred that although the interviewees are aware of the 
legislation regulating the offset in the Brazilian armed forces, they have no idea how 
the company could benefit from the practice. The market exposes its perception of the 
law in an ironic way, as we can see in the statements of a Wega Aircraft interviewee, 
who expresses his feelings regarding the reading of that legal framework by saying that 
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“the guy who wrote about the offset, did not know what he was saying and started 
saying a lot of stuff.” 
In 2016, another concern was raised regarding the applicability of companies 
in the aeronautical sector in Santa Catarina to the receipt of offset, since it was 
raised during the interview that these still need to be homologated by ANAC. 
According to the statements of one of the interviewees of the company, the 
process is expensive and bureaucratic, stating that “Approval is a matter of 
money and document.” 
Regarding this statement, the interview conducted in 2018 showed that the 
company advanced on this issue, having received a visit from the Institute of Industrial 
Development (IFI) responsible in the Air Force for the implementation of offsets 
agreements and was approved by EMBRAER as a supplier of carbon jigsfor EMB-190 
family jets. 
Also regarding homologation, the content analysis of the interviews held in 2016 
indicates that terms derived from the verb “to certify” appeared 14 times throughout the 
transcriptions, being therefore a central concern, especially by manager, but also by 
the employees and the director. 3 In this sense, the director demonstrates his fear about 
whether these circumstances could possibly be an obstacle in obtaining the offset by 
the state companies questioning if: “In case of a debate on that, will only the certified 
companies have access to it?”. 
Another fragment recovered from that interviewee's speech is the statement that 
the certification is “a different stage”. This points to an indication that there is a 
tendency in the aeronautical industry in Santa Catarina in regards to offsetting 
about the need of regulation, clarifying which companies could be beneficiaries, 
however, without pointing out that certification is a sine qua non condition for that, 
giving privileges to the first established companies and the experimental aviation 
pole. 
In fact, the interviewees' statements about the certification of companies could be 
confirmed by the researchers on the ANAC website (2016), observing that the number 
of companies authorized for the aeronautical construction field that were certified by 
the organization was very low. 
In the new round of interviews in 2018 the company submitted that it received with 
the support of the Federal University of Santa Catarina the 5S certification, but reported 
that it did not intend to obtain new certifications at that moment, because it had no 
need, with the exception perhaps of the certifications “ISO “. 
In regards to the offsets, the interviews held in 2016 showed that there is also the 
fear that the process may be corrupted. The owner of the company Wega Aircraft states 
conclusively that he does not believe “that a decent legislation will emerge (emphasis); 
that's the word, a decent legislation; to regulate this. And if that happens it will be 
corrupted. That is my opinion. Aimed at people and entities that are making an 
effort to receive this business”. 
These statements follow other ones made throughout the interview and identified in 
the analysis of the interviewees' positions that corroborate with this reasoning. 
Among the reasons that could be pointed out for the skepticism of the sources 
regarding the transparency of Brazil's commercial offsets policy, previous 
 
3 Prior to the beginning of the research, there was no concern on the part of the researchers about this issue, 
since there was no idea that companies from Santa Catarina could be operating without ANAC approval, nor 
that companies could choose to operate under such circumstances. It is important to note that the Committee 
and the companies are working towards obtaining all the necessary certifications, but they have run into high 
costs and bureaucracy. 
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experiences are indicated, such as: - failure to participate in fairs in the sector due to 
lack of required documents, without given a reasonable time frame for them to be 
provided; - bureaucratic obstacles faced in the day-to-day of the company to have 
access to other governmental incentive mechanisms already in use, such as 
Drawback; - and a distrust of institutions that can be perceived in between the lines 
of the conversation. 
However, these positions did not appear again in the interview in 2018, and a 
possible explanation for this situation may be the visit of the IFI to the company, as well 
as the course of this own research that made possible the increase of the information 
available to the manager on the subject. 
Another concern is the need to transform offset in business. Managers say they do 
not have time to waste and they point out that although they know the importance of 
access to the mechanism, they do not have an exact idea of how to turn it into a 
business, which is expressed by the committee's director with the following statement: 
“Well, on offset, I get it, he already understands that what we have to know now is how 
to turn it into business.” 
The triangulation of the results of the interviews with those of the observation and 
of the internet sites analyzed, in the case of the analyzes on aspects of the commercial 
offset tool, did not show any inconsistency of what was said by the interviewees in 
comparison to the assumptions of the theory. 
In general, the interviews conducted in 2016 showed that the interviewees' 
perception of the offset could be expressed in one sentence: approval of the 
mechanism and skepticism regarding its applicability. These statements are best 
illustrated in the words of an informant at Wega Aircraft, who states: “My final opinion 
of this is that it would be very interesting; would be. Only I do not believe this will 
happen! “ 
In the new interview, when asked about the company's ability to absorb offset 
agreements, the owner said that at that time the company has the technical ability to 
absorb offsets, and the biggest obstacle to the company at that time would be the 
financial issue. Regarding a possible increase in demand due to an offset agreement, 
the company pointed out that in the short term it would not be able to absorb the 
demands, but that in the medium term it would be able to absorb them. 
Such statements are consistent with the same problems pointed out in the interview 
of 2016, since at that moment the company pointed out that it was searched by a Latin 
American Air Force, whose name was kept confidential, for the provision of a fleet of 
aircraft for training of pilots, but who can not accept the request for not being able to 
meet the demand within the requested deadlines. 
With regard to technology transfer, the interviewees show skepticism. Both claim 
not to believe that it can actually occur. Such perceptions can be expressed in the 
statements of the director in two moments, in which he says: “Well, in fact, it does 
not exist. Because technology takes either a lot of money, or a very great 
understanding between the parties. Technology is the secret; I'm not going to teach 
you the secret.” Right after, he makes a categorical statement: “The secret no one 
gives away!” The following Table 4 presents the understanding of the director of 
FIESC and the owner of the company under analysis on the matter of technology 
transfer. 
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Table 4. Understanding of interviewees compared to referential on technology transfer. 
AUTHORS DEFINITIONS 
Peters (2000, s/p.) 
“This is the process by which an existing 
technology is applied to a new use or to a 
new user.” 
INPI (2005, s/p.) 
“Technology transfer is the process by which 
a set of knowledge, skills and procedures 
applicable to the problems of production are 
transferred, by economic transaction, from 
one organization to another, enhancing the 
innovation capacity of the receiving 
organization.” 
Director at FIESC 
“Well, in fact, it does not exist. Because 
technology takes either a lot of money, or a 
very great understanding between the 
parties. Technology is the secret; I'm not 
going to teach you the secret.” Right after, 
he makes a categorical statement: “The 
secret no one gives away!” 
Owner of Wega “The technology is not transferred.” 
By authors (2018). 
One of the concerns perceived by the study is related to the type of technologies 
that would be transferred, as well as its use for the company. As exemplified in their 
statements, the director, using a hypothetical case of technology transfer involving 
aircraft landing gear, said: “The technology, they transfer a part of it, only for the landing 
gear, for example, to be produced here. But for the aircraft, they do not transfer. I do 
not believe they would. But herecomes the question: isn’t this technology obsolete? Of 
those parts of the aircraft that we will produce here?” The owner of the company Wega 
Aircraft is also incisive at this point stating that “technology is not transferred.” 
In order to conclude the analysis of the conversation regarding the perceptions 
about technology transfer, it can be inferred that the respondents seem to believe, also, 
that the possibility of this transfer is feasible. It would have the risk of encountering 
capabilities already installed in the receiving companies, which could even, as 
expressed in the director’s point of view, be made from deals such as the supply of 
parts of equipment purchased, whose technology already existed in the company under 
study. 
The interviewee also expresses some fear regarding the protection of the 
technologies of the receiving companies in the middle of the offset reception process. 
This perception is made clear in the literal transcription of the following statement: “I 
will answer you in the committee's view, if in the offset there is money coming, and 
technology coming, represented by a certain value in the Project, it will have as barriers 
our capabilities we already have, maybe they did not even imagine we had, such as 
carbon fiber, in which we are experts. Maybe in the coming of the offset they can take 
advantage of the local expertise to return or to provide to that industry that is coming? 
Supplying here, who is making parts and pieces, which are small parts of carbon fiber. 
Ah! But the company is not certified; We will not enter into this matter here. If this offset 
comes, as a counterpart it cannot take, as it's a second offset, it intended to bring, but 
in a little while it could also take something, for the equipment that will stay in Brazil.” 
In the case of the technology, the observation technique indicated that the company 
relied on many essential parts and components from other companies, such as aircraft 
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engines, which it used an engine purchased from another company, as well as parts of 
avionics. Likewise, the site and other pages visited in the research pointed to similar 
results. 
Therefore, it can be inferred that the existing technology (powertrain and avionics 
of aircraft) is applied to a new use (new airplane, since the powertrain and avionics 
were not designed specifically for the airplane developed by the company) and a new 
user, the company Wega Aircraft, which would configure in the definition of Peters 
(2000) a type of technology transfer. 
8 Final Considerations 
The present study addressed the role of offset and technology transfer in the 
attempt to install an aeronautical pole in Santa Catarina / Brazil in a case study of the 
company Wega Aircraft in the city of Palhoça. The research indicated the non-use of 
the offset tool by the company researched and the use, although unaware, of 
technology transfer. 
The study served to raise perceptions in the company about the studied tools, which 
may be useful to think about the limits and possibilities of the use of these mechanisms 
in their scope, pointing to possibilities of induction through public policies in cities and 
poles. 
As a suggestion for future researches, it is believed that multiple case studies to 
confront the understanding of offset and technology transfer in different companies in 
this sector, or between different sectors, are still needed. Quantitative studies (survey) 
can be useful to measure the scope of the use of tools analyzed at the Brazilian level. 
These can broaden the understanding of these tools by a large number of managers 
and stakeholders involved with companies in strategic sectors, which in turn could 
benefit from the wider use of offset and technology transfer, in case the indicatives of 
the theory are verified at national level. 
Research is also needed to develop methods for evaluating results in organizations 
where the phenomena are already consolidated, aiming to create strategies to deal 
with challenges and difficulties encountered by Brazilian companies that wish to 
implement the tools. Finally, it is still necessary to find an organization, even at an 
international level, where phenomena are already consolidated as a strategic 
management tool to evaluate exclusively its use. 
Among the limitations of the research, it should be pointed out that the presented 
data cannot be generalized, since the study is exploratory. The results are not 
conclusive and the sample element was small, because the company still presents 
management characteristics where the CEO is the only one responsible for making 
decisions. As a result, it was necessary to add an external person, but someone with a 
great influence in this (stakeholder) to broaden the sample element maintaining the 
high level, since the information obtained from other employees, despite being 
generally qualified, was limited. 
From a theoretical point of view, the research showed in this specific case the 
pertinence of the analytical framework presented by De Negri (2006, p. 28) in the 
evaluation of the absorptive capacity of Brazilian industrial companies, since elements 
of this framework could be effectively used in analysis of the organization studied. 
Thus, the results obtained here may not represent the industry under study. Finally, 
the research problem may involve uninvestigated but relevant variables to understand 
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reality, which makes continuity of studies an opportunity for greater understanding of 
these phenomena. 
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https://doi.org/10.1007/BF01731919
https://doi.org/10.1016/S0019-8501(96)00118-6
https://doi.org/10.1016/0019-8501(94)90034-5
https://doi.org/10.1177/056943457501900104
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 /ENU (Use these settings to create Adobe PDF documents for quality printing on desktop printers and proofers. Created PDF documents can be opened with Acrobat and Adobe Reader 5.0 and later.)
 >>
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 /OmitPlacedBitmaps false
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 /SimulateOverprint /Legacy
 >>
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 >>
 /FormElements false
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 >>
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 >>
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>> setdistillerparams
<<
 /HWResolution [2400 2400]
 /PageSize [612.000 792.000]
>> setpagedevice