Recebido em 09.06.2014 | Aceite final em 04.09.2015 | Nota: este artigo foi aceito pelo Editor Jorge Eduardo Scarpin e passou por uma avaliação double blind review A reprodução dos artigos, total ou parcial, pode ser feita desde que citada a fonte. RESUMO Este trabalho tem por objetivo analisar o processo de avaliação de desempenho realizado em pequenas e médias empresas, especificamente em concessionárias de máquinas e implementos agrícolas, com base nos elementos-chave apresentados por Waggoner, Neely e Kennerley (1999). O estudo foi realizado por meio de entrevistas aos gestores das referidas organizações, cujos dados foram analisados estatisticamente, com posterior realização de um teste de hipóteses. Embora os gestores afirmem que não

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Este artigo analisa a relação entre cultura e inovação por meio da percepção dos atores organizacionais, tendo como foco a delimitação de nove elementos da cultura que influenciam a inovação organizacional. A pesquisa caracterizou-se como exploratória e descritiva, com método quantitativo. A população é composta por professores de uma Instituição de Ensino Profissionalizante (IEP) de Santa Catarina e a amostra foi de 339 respondentes. O instrumento de coleta se constituiu em um questionário com 100 perguntas fechadas em escala Likert de 5 pontos, divididas em 9 elementos da cultura organizacional: valores; crenças e pressupostos; ritos, rituais e cerimônias; estórias e mitos; normas; comunicação; heróis; tabus; e, artefatos e símbolos. Os dados foram tratados por meio de Modelagem de Equações Estruturais (MEE), no intuito de medir as correlações causais entre elementos da cultura que facilitam à inovação. Os resultados indicam que a IEP possui um ambiente propício à inovação com uma forte caracterização em 8 elementos da cultura. Como conclusões, os dados quantitativos comprovam resultados sobre cultura organizacional que, até o momento, somente foram citados em pesquisas qualitativas. Valores, Crenças e Pressupostos foram os elementos que, por meio de simulação e com correlações significativas, se apresentaram como exógenos, ou seja, preditores de outros elementos da cultura organizacional. Além disso, em análises mais aprofundadas se verificou que as crenças e pressupostos foram preditores na criação de heróis e que estes impactaram na criação da comunicação organizacional.

PurposeThe purpose of this study is to analyze the relationships between Entrepreneurial Orientation, Organizational Learning Capability, Service Innovation and Organizational Performance. To this end, it was sought to analyze the mediating role of organizational learning capability and service innovation within entrepreneurial orientation and organizational performance relationship in knowledge-intensive organizations.Design/methodology/approachThe sample consisted of 159 architecture and urbanism companies from Santa Catarina, Brazil. The study opted to use managers as key informants since they are the ones that have general information about the organization and are a valuable source for assessing the different variables of the organization. For data analysis, the PLS-PM algorithm (Partial Least Squares Path Modeling) was used.FindingsResults showed that entrepreneurial orientation is a strong driver of service innovation and organizational performance. Organizational learning capability acts as a facilitator of innovation and has a positive influence on organizational performance. Another theoretical contribution of this study to organizational learning capability is the confirmation of its mediation in service innovation and organizational performance. Management needs to make its organization more proactive and creative, continually promoting new ideas. Architecture and urbanism organizations should pay more attention to maintaining and promoting entrepreneurial orientation permanently. The trend toward both proactivity and risk-taking can be an inherent advantage of these knowledge-intensive business services.Originality/valueFew studies have explored the mediating role of organizational learning capability and service innovations in organizational performance. In particular, the combined effects of entrepreneurial orientation and organizational learning capability have been neglected by the knowledge-intensive organizations literature. The study is justified by providing a more complete view of the relationship between entrepreneurial orientation and the performance of knowledge-intensive organizations, highlighting the role of organizational learning capability and performance in service innovation.

Purpose This paper aims to analyze the influence of organizational learning (OL) and service innovation (SI) on organizational performance of knowledge-intensive business services (KIBS) and examine the mediating role of SI. Design/methodology/approach Hypotheses were tested using the theoretical OL model of knowledge acquisition, distribution, interpretation and organizational memory (Huber, 1991; Lopez, Peon, & Ordas, 2005; Jiménez-Jiménez & Sanz-Valle, 2011), using structural equation modeling partial least squares analysis of a survey data set of Brazilian architectural firms. Findings Findings suggest that OL is significantly linked to SI and so is SI to organizational performance. However, neither the direct relationship between OL and organizational performance could be verified, nor the mediating effect of SI. Practical implications These results can offer KIBS managers insights that suggest that OL alone does not guarantee a significant impact in organizational performance, but it is a starting point for achieving SIs, that lead to performance improvement and competitive advantages. Originality/value This paper contributes to the knowledge production in the following ways: to the understanding of the relationship between OL and SI and its effect on organizational performance, traditionally overlooked in the literature; to the study of SIs, considering the importance of the service sector; and to the study of innovation processes in architectural firms, a sector traditionally understudied, because of the focus on large construction firms.

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