Considerações sobre a inovação em PMES: o papel das redes e do empreendedor

Abstract

Professora da graduação em Administração; da pós-graduação (lato sensu) e atual coordenadora do MBA

Entrepreneurial learning for innovation: A multiple case study

“…[...] They've had several rides, cycle rides and internal jiujitsu championships (Entrepreneur H1). Innovation involves an informal learning process, with social networks being fundamental both for the learning process (Nieuwenhuis, 2002;Mello et al, 2010) and for the constitution of continuous innovations (Love et al, 2014). In this sense, in Table 7, it is possible to verify that the different actors, established in social networks, coproduced several innovations, mainly innovations in services (Smania & Mendes, 2021) from the know ledge exchange (Soetanto, 2017), in all the analyzed cases.…”

“…It should be noted that the development of new knowledge through interaction with various stakeholders, elaboration of experiences, and cap ture of information from multiple sources was essential for innovative per formance (Mello et al, 2010;Wang et al, 2010;Castaneda & Cuellar, 2020), primarily incremental, was established in all cases studied. However, it is evident that, despite being continuous, the learning processes were configu red as unstructured, and the processes of obtaining new knowledge and the consequent adoption of innovative practices are subjective, indicating that each entrepreneur applied the acquired knowledge uniquely, according to the business's needs.…”

“…The information and data obtained, as well as their interpreta tions, will be influenced by individuals' previous information and experiences when storing the content in memory. Finally, the new knowledge acquired will allow each individual to respond to the new environment's demands through innovative performances (Mello et al, 2010;Wang et al, 2010) is also noteworthy that the different types of external sources increase the chances of innovation for companies, not only because a valuable flow of external knowledge is established but mainly because of the productive complementarity between external and internal knowledge (Love et al, 2014). The continuous learning process (Sacramento & Teixeira, 2019) and the knowledge sharing, through the transmutation of experiences, skills, and information into practices, enable the development of innovation in the areas of services, products, processes, business models, and organiza tional schemes (Castaneda & Cuellar, 2020).…”

“…Particularly, internal and external integrations are substantial factors for service companies to innovate (Smania & Mendes, 2021) due to the influence of actors in the coproduction process of innovations (Rubalcaba et al, 2012), as well as helping in the learning process and problemsolving for entrepreneurs (Soetanto, 2017). Thus, it is observed that the sharing of information between ownermanagers and their collaborators (cases: A, B, C, D, E, F, and H) (Zhang et al, 2006) with entrepreneurs from other sec tors (cases: A, C, and G), suppliers (cases: A, E, G and H), friends (cases: A, C, D and H), family members (cases: F, G and H) and partners (cases: F and H) of the same sector (Nieuwenhuis, 2002;Mello et al, 2010) resulted in various innovation actions in the researched businesses.…”

Empreendedorismo Étnico e as Implicações da Pandemia para os Imigrantes Venezuelanos

“…Neste cenário, os empreendedores e seus empreendimentos também foram afetados, especialmente as micro e pequenas empresas, que são mais suscetíveis às oscilações do mercado devido à sua vulnerabilidade econômica e exposição a riscos. Com o crescimento acelerado da tecnologia, tornou-se cada vez mais difícil fazer previsões, tornando o empreendedorismo, a experimentação, a inovação e o risco mais viáveis do que nunca (Mello, Machado, & Jesus, 2010).…”