Proposição de um framework da contribuição da aprendizagem interorganizacional para as micro e pequenas empresas

Interorganizational Learning Mechanisms in Porto Digital

“…In addition, it can be understood as one of the main mechanisms to improve and generate new experiences through partnerships (Rajala, 2018;Seo, 2020). Mozzato, Bitencourt, and Grzybovski (2015) and Colet and Mozzato (2018) understand that interorganizational learning includes the effect of interaction between companies, through synergistic relationships, considering the relationships that go beyond the organizational limit, generating learning and collective knowledge. Some constituent elements of interorganizational learning are the trust established and cooperation between agents, the social interactions and proximity, interdependence, and susceptibility to learning.…”

“…According to Mozzato and Bitencourt (2014) and Colet and Mozzato (2018), when companies become partners, the transparency in the relationship between them is strengthened so that there is a mutual commitment, which promotes the establishment of trust between the agents and ensures obligations between the actors and the fulfillment. On the other hand, this process of interorganizational learning can be "hindered by lack of either motivation or ability to absorb and communicate knowledge between the partner organizations" (Larsson et al, 1998, p. 285).…”

“…Additionally, there is also the possibility of learning through the different actors, depending only on individual predisposition and learning capacity. Colet and Mozzato (2018) understand that these elements, associated with an environment of industrial agglomerate and/or clusters, in which there is cooperation, enable an interorganizational relationship of collaboration that provides acquisition, sharing, and knowledge creation, which is corroborated by Holmqvist (2003), Wegner (2011), Anand, Kringelum, Madsen, and Selivanovskikh (2021), and Iftikhar, Ahola, and Butt (2022. Eiriz et al (2017) identify a set of activities that improve knowledge creation and interorganizational sharing, such as: informal and close personal contacts between managers, researchers, and other employees; joint development of meetings, seminars, workshops, professional training, and other events; sharing of human resources; similar organizational culture with strong shared values and beliefs; fluid communication through personal and electronic means; joint participation in research and development (R&D) projects; strong exchange of information between the parties; sharing facilities; sharing of research and testing equipment; joint publication of studies and other research and technical documents; joint participation in international fairs; and participation in different councils.…”

“…When Manager 1 informs the existence of encouragement of communication and relationship between companies, through the creation of projects that allow interaction between professionals, he makes it clear that it is for this reason that the managerial positioning generates partnerships and strengthens relationships and mutual trust, developing, then, constituent elements of interorganizational learning mentioned by Mozzato and Bitencourt (2014) and Colet and Mozzato (2018). The effect of interaction between companies and partnerships helps generate a mutual commitment to transparency and relationship, establishing trust between the parties.…”

“…The operationalization occurs in innovation cycles, whose phases help understand the corporate challenge; develop solutions through environmental actors; and finally, implement and improve them. There is a collaborative effort between professionals to carry out what was requested, thus having mutual cooperation, as discussed by Holmqvist (2003), Wegner (2011), Colet and Mozzato (2018), Anand et al (2021), and Iftikhar et al (2022).…”