Fatores críticos de sucesso em projetos colaborativos na indústria de máquinas agrícolas

Reame, Euclides; Amaral, Daniel Capaldo

doi:10.1590/s0103-65132012005000051

Cited by 1 publication

(2 citation statements)

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“…-External involvement in new product development Specific studies involving the integration of diverse stakeholders in new product projects-such as customers, suppliers, and universities-have also drawn the attention of researchers involved with the OI field (Bueno & Balestrin, 2012;Enrique et al, 2018;González & Toledo, 2012;Reame Junior & Amaral, 2012;Mazini et al, 2013;Merino et al, 2018). Using the simulation method to analyze relations between new product development and OI, Merino et al (2018) verified that the generation and absorption of external knowledge and entry of new competitors can accelerate the innovation process, which tends to promote differentiation of value for the consumer and greater visibility of the product in the market.…”

Section: Presentation Of Results and Discussionmentioning

confidence: 99%

“…Mazini et al (2013) analyzed a project of a car concept through the Web 2.0 and the issues about co-development involving users in various stages of the new product development. Reame Junior & Amaral (2012) observed that factors such as trust, commitment, documented learning, team continuity, and good relationship are key elements for the good performance of these collaborative relationships in new product development projects. Enrique et al (2018) noted that information and communication technology tools are important to support collaborative practices between different partners in new product development processes, because these boost communication and cooperation in these kinds of projects.…”

Section: Presentation Of Results and Discussionmentioning

confidence: 99%

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The landscape of open innovation in Brazil: An analysis of the recent literature

Ferrari

Scaliza

Jugend

2019

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Systematic Review Creative Commons Attribution License 1. Introduction The last decades have challenged several firms to adopt new innovation models (Sikimic et al., 2016; Slater et al., 2014; Von Hippel, 1986). These challenges arise from companies in different parts of the world simultaneously searching for markets and new ways of organizing innovation; this creates opportunities to access new technologies, and novel supply possibilities and partnerships, not only with local companies, but also with firms in other countries. In this scenario, the Open Innovation (OI) concept as proposed by Chesbrough (2003) has been highlighted by practitioners and researchers (e.g., Laursen & Salter, 2006; Randhawa et al., 2016; Rubera et al., 2016) because of its potential to intensify the flow of internal and external knowledge in order to improve the innovation process. Due to recent changes in the business environment, reflected in the increasing speed of technological changes and shortened life cycle of products, it is difficult for companies to ensure their competitiveness through the unique and exclusive internal development of new technologies (D'Ambrosio et al., 2017). Therefore, many companies are developing more open ways to innovate what is also known as OI: a model in which companies more intensively use ideas and technologies developed inside and outside their borders in the innovation process (Chesbrough, 2012; Bogers et al., 2017). Furthermore, OI also tends to provide new sources of revenue for firms through actions such as inclusion in new markets and the prospects of spin-offs and trading licenses. These

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