Global Organization of Innovation and Cooperability in Brazilian Multinationals

Abstract

Understanding the dissipation of innovations is necessary to develop them, as a company on its own does not have all the capabilities that it needs. On the contrary, they are increasingly spread over internal and external contexts, and are not developed in isolation. Most of the time, they depend on interactive, innovative processes in a global context. The aim of this study is to evaluate how the global organizational structure of innovation affects the dynamic capability of cooperation (cooperability) in Brazilian multinationals (BMNs). To achieve this goal, we conducted a survey of BMNs, and a final sample of 60 companies answered a structured questionnaire. We performed statistical tests such as Factor Analysis, Cronbach's Alpha, Multiple Regression and Hierarchical Cluster, and cross-analysis of quantitative results that enabled us to create a Cooperability Model, that is, a model of local, international and global development for a dynamic capability of cooperation in BMNs. The results show that technological strengths of foreign subsidiaries and the reverse transfer of their capabilities to the parent company and technology partners affect the dynamics of cooperation in BMNs (inputs and results of cooperability). Furthermore, we detected an inverse relationship between the autonomy of foreign subsidiaries and the dynamic of cooperation in BMNs.

Influence of cooperation networks on the relation between dynamic innovation capabilities and innovative performance

“…Ai and Wu (2017) found participation in cooperation networks as an opportunity for companies to improve dynamic innovation capabilities. Costa et al (2017), which assess how organizational capabilities affect the dynamics of cooperation between Brazilian multinationals. Andersen et al (2018), who sought to increase innovation capacity through cooperation between institutions in the area of wind services.…”

Relational Capability: A Prospective Study at Brazilian Technological-Base Enterprises in Biotech Industry

“…Relational Capabilities (RC) are inserted into CD concept and can be visualized when two or more firms are wondering to cooperate for seeking new resources and competences that, at the beginning, they do not possess in their organizational boundaries (Wang and Rajagopalan, 2015;Delbufalo and Cerruti, 2012;Costa et al, 2017;Donada et al, 2015;Alves, 2015). Lorenzoni and Lipparini (1999), Dyer and Kale (2007), Schilke and Goerzen (2010) and Niesten and Jolink (2015) highlight RC as dynamic capacity and it contributes to develop enterprises' resources base through formal and intentional partnerships.…”