Abstract:A decisão de inovar envolve riscos e incertezas e está entre as difíceis decisões que as empresas precisam tomar em sua trajetória de evolução organizacional. Nesse contexto, as micro e pequenas empresas (MPEs), por deterem limitações financeiras e de sua própria estrutura, frequentemente se veem restringidas em suas ações e se tornam organizações pouco inovadoras. Diante disso, uma das alternativas que se apresentam a essas empresas é o modelo de inovação aberta, pautado na utilização do conhecimento externo … Show more
“…Vanhaverbeke et al (2012) also point out that small companies are more confident about the use of the open innovation model than large companies. The studies developed by Silva and Dacorso (2013a, 2013b, 2014a, 2014b) also show positive results from the use of external knowledge sources in the innovation process of small enterprises, which have the potential to provide the most competitive performances for such organisations and also to serve and support the development of significant innovations for the businesses.…”
Section: Operation Of Small Companies In the Market: Challenges And Omentioning
confidence: 95%
“…Franco and Haase (2010) argue that small companies need to have characteristics that create competitive advantages. This can be achieved through the use of external knowledge (Parida et al, 2012;Silva & Dacorso, 2013a, 2013b, 2014a, 2014b. Vanhaverbeke et al (2012) also point out that small companies are more confident about the use of the open innovation model than large companies.…”
Section: Operation Of Small Companies In the Market: Challenges And Omentioning
confidence: 99%
“…This situation affects the longevity of these companies in the market, knowing that innovation is a stepping stone to increase performance and competitive advantage (Crossan & Apaydin, 2009;Schumpeter, 1982;Smith, Busi, Ball, & Meer, 2008;Vargas, 2015). Gassmann, Enkel and Chesbrough (2010), Ibarra, Rueda and Arenas (2015), Love and Roper (2015), Silva and Dacorso (2013a, 2013b, 2014a, 2014b and Vanhaverbeke, Vermeersch and De Sutter (2012) argue that the open innovation model can assist the growth and development of small enterprises, as the utilization of external knowledge in the value chain of these small businesses can lead to cost reductions in research and development (R&D) and increases in the capacity for organisational innovation.…”
This article aims to understand the relationships between small companies and external innovation agents and how they can help strengthening these organisations. A multiple case research method was adopted by the researchers and applied to small companies which presented innovative practices. The data collection included documents, records and interviews with managers/business owners. Such interviews were recorded and coded using the NVivo 10 software. The results showed relationships of trust, partnership and learning. The article contributes to the idea that small companies recognize the importance of external knowledge sources in their business and innovation strategies. Companies believe in these relationships in order to bring essential competencies to their business, and continuously renovate themselves through shared feedback. This in turn leads to the capture of financial and technological resources as well as market and competitive information that strengthens the business and allows it to overcome its limitations.
“…Vanhaverbeke et al (2012) also point out that small companies are more confident about the use of the open innovation model than large companies. The studies developed by Silva and Dacorso (2013a, 2013b, 2014a, 2014b) also show positive results from the use of external knowledge sources in the innovation process of small enterprises, which have the potential to provide the most competitive performances for such organisations and also to serve and support the development of significant innovations for the businesses.…”
Section: Operation Of Small Companies In the Market: Challenges And Omentioning
confidence: 95%
“…Franco and Haase (2010) argue that small companies need to have characteristics that create competitive advantages. This can be achieved through the use of external knowledge (Parida et al, 2012;Silva & Dacorso, 2013a, 2013b, 2014a, 2014b. Vanhaverbeke et al (2012) also point out that small companies are more confident about the use of the open innovation model than large companies.…”
Section: Operation Of Small Companies In the Market: Challenges And Omentioning
confidence: 99%
“…This situation affects the longevity of these companies in the market, knowing that innovation is a stepping stone to increase performance and competitive advantage (Crossan & Apaydin, 2009;Schumpeter, 1982;Smith, Busi, Ball, & Meer, 2008;Vargas, 2015). Gassmann, Enkel and Chesbrough (2010), Ibarra, Rueda and Arenas (2015), Love and Roper (2015), Silva and Dacorso (2013a, 2013b, 2014a, 2014b and Vanhaverbeke, Vermeersch and De Sutter (2012) argue that the open innovation model can assist the growth and development of small enterprises, as the utilization of external knowledge in the value chain of these small businesses can lead to cost reductions in research and development (R&D) and increases in the capacity for organisational innovation.…”
This article aims to understand the relationships between small companies and external innovation agents and how they can help strengthening these organisations. A multiple case research method was adopted by the researchers and applied to small companies which presented innovative practices. The data collection included documents, records and interviews with managers/business owners. Such interviews were recorded and coded using the NVivo 10 software. The results showed relationships of trust, partnership and learning. The article contributes to the idea that small companies recognize the importance of external knowledge sources in their business and innovation strategies. Companies believe in these relationships in order to bring essential competencies to their business, and continuously renovate themselves through shared feedback. This in turn leads to the capture of financial and technological resources as well as market and competitive information that strengthens the business and allows it to overcome its limitations.
“…Nas micro e pequenas empresas, o processo inovador ocorre de acordo com o grau de conhecimento existente, aliado às características sociais e econômicas da empresa (Silva, & Dacorso, 2014). Assim, é estabelecida uma linha de pensamento, fundamentada em etapas, para o desenvolvimento da inovação (Pinheiro, Romeiro, Faria, & Santos, 2014).…”
Section: Referencial Teóricounclassified
“…Atualmente, empresas de todos os tipos e portes procuram inovar como forma de se diferenciarem no mercado e manterem a competitividade perante seus concorrentes (Silva, & Dacorso, 2013). A inovação é um instrumento crucial no desenvolvimento de um negócio, sendo considerada uma oportunidade para explorar a mudança (Schumpeter, 1982;Tidd, Bessant, & Pavitt, 2008).…”
Este artigo tem como objetivo compreender as competências de inovação em micro e pequenas empresas. Para tanto foi realizado um estudo de caso múltiplo em seis micro e pequenas empresas paulistanas. As fontes de evidências utilizadas foram análises de documentos e entrevistas semiestruturadas com os gerentes responsáveis pelas ações de inovação nas organizações e o fundador da empresa, presidente ou sócio principal. As entrevistas foram gravadas e os dados foram analisados utilizando-se o Atlas.Ti. Os resultados apontaram que as micro e pequenas empresas possuem elevado potencial de inovação e que consideram a inovação um fator essencial ao alcance da competitividade. As competências de inovação (liderança e estratégia, meio inovador interno, pessoas, processos de inovação e resultados das inovações) mostraram-se expressivas para compreender a inovação nessas empresas. Entretanto, essas empresas possuem dificuldades para planejar as atividades de inovação, obter recursos necessários à inovação e transformar os fatores de inovação em resultados de inovação.
O principal objetivo deste estudo foi analisar a tendência do grau de importância (alto ou médio) dos custos da inovação (produção e trabalho) das indústrias de transformação situadas no Brasil. Foi realizado levantamento de dados secundários, utilizando as edições de 2003, 2005, 2008, 2011 e 2014 da Pesquisa de Inovação (PINTEC), realizada pelo Instituto Brasileiro de Geografia e Estatística (IBGE), tendo como foco os principais setores da indústria de transformação, de acordo com a classificação do Cadastro Nacional da Atividade Econômica (CNAE). Como principais resultados, pode-se observar que a maioria dos setores da indústria de transformação brasileira consideram como de “alto ou médio” o grau de importância do impacto dos custos da inovação na redução dos “custos da produção” e nos “custos do trabalho”, e que o impacto causado pela inovação tem efeito maior nos “custos de produção”, em detrimento dos “custos do trabalho”, e que existe uma quantidade significativa de empresas que consideram pouco relevante o impacto da inovação nos custos de produção e do trabalho.
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