A complexidade do processo de inovação tecnológica em atividades intensivas em conhecimento vem provocando o surgimento de novos arranjos colaborativos e novos modelos de negócio para as atividades de pesquisa, desenvolvimento e inovação (PD). Este artigo apresenta uma avaliação da Prática Centros e Redes de Excelência Petrobras/Coppe (PCREX) à luz dos referenciais teóricos da Hélice Tríplice, Inovação Aberta, Relação Universidade-Empresa e Redes de Inovação. O modelo PCREX propõe a construção de novos organismos interorganizacionais permanentes, voltados ao desenvolvimento de áreas específicas do conhecimento. A análise da PCREX é aprofundada pelo estudo de caso do Centro de Excelência em Geoquímica da Petrobras (Cegeq), protótipo da aplicação da PCREX, institucionalizado em 1996. A pesquisa revelou o total alinhamento da PCREX com as abordagens da Hélice Tríplice e da Inovação Aberta, o que confirma seu potencial dinamizador do processo de inovação; porém, apontou dificuldades na realização desse potencial no caso Cegeq. O estudo de caso evidenciou a necessidade de se avançar no desenvolvimento da capacidade de atuar em redes de colaboração e na construção de ambientes institucionais favoráveis ao exercício da colaboração nos moldes PCREX. A pesquisa revelou, ainda, que a adoção do modelo PCREX para a gestão das atividades de PD é uma decisão estratégica que precisa estar alinhada com a estratégia corporativa.
Since 1996, Petrobras -Petróleo Brasileiro S.A., the biggest company in Latin America, has supported the development of a method to structure networks of partnerships called Centers and Networks of Excellence Practice (PCREX). It aims to support the establishment of centers and networks of excellence in areas in which innovation depends heavily on the articulation of various players from outside the company and different internal areas. This article presents the results of the analysis of the PCREX method, including its characterization and field research carried out in eight Centers and Networks of Excellence developed by Petrobras. The field research and subsequent analysis helped identify (i) the alignment between the PCREX method and the best innovation management practices and (ii) the difficulties faced by new management models based on resource and knowledge sharing, which highlights that organizational innovations need to be able to count on strong institutional support to succeed.
Since 1996, Petróleo Brasileiro S.A. -Petrobras, the biggest oil company in Latin America, has been supporting a programme for the design, customization, and implementation of tri-lateral collaborative arrangements called the Centres and Networks of Excellence (CNE) Programme, in areas which are critical to the company's competitiveness. This programme is aligned with the Open Innovation proposal, as it is designed to intensify the inflows and outflows of information and technology, from internal and external sources, in the RD&I activities of the participating organizations. This article presents qualitative research based on the case study of the Centre of Excellence (CE) in Engineering, Procurement and Construction (EPC), a hybrid organization which brings together oil companies, EPC companies, universities and technical schools, government entities, professional associations and industry bodies, in an effort to make the Brazilian EPC sector related to the oil and gas industry sustainable and competitive worldwide. The principal objective was to investigate the governance elements and managerial mechanisms that support or hinder collaboration among the parties. The work included the identification of collaborative activities within the organization and aspects of trust. Qualitative data was collected by means of in-depth interviews with staff and executive members of the CE-EPC. The case study highlighted the potential of the method to help set up hybrid collaborative initiatives among parties from different institutional spheres. However, the research identified some barriers to the full accomplishment of CNE. A weak culture of collaboration was the greatest difficulty found in the CE-EPC case. The lack of positive previous cooperation experiences together with a lifelong practice of market relations make it hard to get members to focus attention on a new work logic. Yet, despite the high asymmetry among members and the weak network culture, the results indicate that the CE-EPC has accomplished significant positive results in twenty months of operation and that its internal environment is supportive and favours the improvement and consolidation of the organization.
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