Orientação Empreendedora, Capacidade de Aprendizagem Organizacional e Desempenho Inovador no Setor Microcervejeiro

Carmona, Linda Jéssica De Montreuil; Leandro, Cerutti; Gomes, Giancarlo; Melo, Pedro Lucas Resende

doi:10.7867/1980-4431.2017v22n3p64-80

Cited by 1 publication

(2 citation statements)

References 36 publications

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“…Respondents reported the construction of different innovative practices around the development of craft beer production and marketing activities (Carmona, Cerutti, Gomes, & Melo, 2017;Ferreira et al, 2011;Freitas, 2015;Krohn, 2018;Santo & Carniello, 2019). From the production point of view, these practices included the creation of equipment exclusively dedicated to the processes of filtering, storage, manufacturing, and filling, and the use of inputs (yeasts, enzymes, etc.)…”

Section: Brewery Cmentioning

confidence: 99%

“…In this way, exploitation practices can be viewed as incremental innovations (Carmona et al, 2017;Ferreira et al, 2011), demonstrating the potential for exploring opportunities already accessed by the entrepreneurs of the studied craft breweries in an increasingly competitive industry. These actions reflect on the quality of the product that is offered to consumers.…”

Section: Brewery Bmentioning

confidence: 99%

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Strategic Entrepreneurship: Exploration, Exploitation, and Ambidexterity Practices in Craft Breweries From Uberlândia, Mg

Silvestre

Borges

Paula

2022

RAM, Rev. Adm. Mackenzie

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Purpose: This paper aims to understand the configuration of strategic entrepreneurship practices of exploration, exploitation, and ambidexterity in craft breweries from Uberlândia, MG. Originality/value: Strategic entrepreneurship enables the comprehension of entrepreneurial phenomena from an organizational perspective. Furthermore, this research is conducted in an emergent industry in Brazil, with few studies in the field of management that consider the idiosyncrasies of craft breweries. Design/methodology/approach: We conducted a qualitative multicase study with three craft breweries from Uberlândia, MG. Twelve interviews were performed, and the set of empirical data collected were analyzed through narrative analysis technique. Findings: We identified several strategic entrepreneurship practices in the craft breweing sector. First, exploration practices were found in some radical innovations, such as the pioneering nature in the production of craft beers in Uberlândia, the creation of new products, and in the setting of new business models. Second, exploitation practices were also identified in incremental innovations that enabled business development. Hence, ambidexterity relied on the balance of exploration and exploitation practices, as innovative endeavors enabled the creation and development of new products and access to new markets. Thus, strategic entrepreneurship practices reflect the initiatives of entrepreneurial agents that seek to promote organizational innovations in terms of quality improvements, new production and marketing strategies, and the adoption of new technologies. Therefore, strategic entrepreneurship reflects and contributes to innovation possibilities, strategic renewals, and the competitiveness of craft breweries, revealing the analytical power of this theoretical approach for the study of entrepreneurial phenomena.

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