Business Model and Innovation at a Public Company in the Agroindustrial Coffee Chain

Abstract

Objective: Our objective was to evaluate, through the analysis of the ‘business model,’ the strategy of a public agricultural research company for the creation and launch of an innovation for the agro-industrial coffee chain. Method: We developed a single instrumental case study for the qualitative research. For data collection we used bibliographic and documentary research, as well as in-depth interviews and analyzed based on the thematic content analysis technique. The instrumental case study has proved to be the most suitable methodology since it is used when a particular case is examined to provide information on an issue that can be generalized and used to understand a larger reality. Originality/relevance: In this paper we reexamined an unsuccessful innovation case associated with the lens of the business model theoretical construct. This paper is willing to raise issues that restrict innovation in public research companies. Results: The paper unveiled difficulties related to the inconsistency of innovation promotion policies and legal uncertainty, in particular, by the contradictory positions of legal advisors, which inhibit researchers from engaging in innovative activities and in partnerships with private companies. Theoretical/methodological contributions: The instrumental case study developed, together with the analysis based on the construct of the business model, allowed a better understanding of the problems faced in public research environments in Brazil. This analysis can be applied to similar cases, since the issue of innovation in the public sector and the difficulties of appropriateness are common to other companies.