Innovation Management
Practices in a Technology-Based Company: A Case Study of a University Spin-=
off
Práticas de Gestão da
Inovação em uma empresa de Base tecnológica: Um estudo=
de
Caso de Spin-off Universitário
|
Luiz Madeira Sobrinho |
Master in Business Administration. State University of Ceará (UECE) - Brazil. lmsmadeira@gmail. |
|
Elda Fontinele Tahim https://orcid.org/0000-0002-4135-7714<=
span
style=3D'font-family:"Myriad Pro Cond",sans-serif;mso-fareast-font-family=
:"Open Sans";
mso-bidi-font-family:"Open Sans";color:black'> |
PhD in
Economic Sciences. State University of Ceará (UECE) - Brazil.
elda.tahim@uece.br. |
|
Ezequiel Alves Lobo https://orcid.o=
rg/0000-0003-4004-3470 |
PhD
student in Administration. Vale do Acaraú
State University (UVA) and Ceará State University (UECE) - Brazil.
ezequiel_alves@uvanet.br |
=
ABSTRACT
The general aim of this study was to investigate the main innovation
management practices in a technology-based company and to identify its
technological trajectory. Innovation management processes in organizations =
are
strongly interrelated with the management tools used by the professional te=
ams
in these organizations and are stimulated by their internal culture and
management. This research is designed as a case study, and the company being
researched is a technology-based company, created from a university spin-of=
f.
In the field research, 14 semi-structured interviews were conducted.
Cooperation with the university and the influence of senior management are
visible in the trajectory, relationships and training of the technical staf=
f. A
hybrid structure was identified in the tactical management of product and
process development, in addition to the systematic use of risk management
tools, portfolio management and monitoring of the competitive environment, =
with
a strong influence of financial management at all stages of the process,
directly impacting innovation. In addition, partnerships were of paramount
importance for the company to achieve its objectives.
=
Keywords: Innovation manage=
ment.
Innovation practices. Spin-off. Technological trajectory.
RESUMO
Este estudo teve como objetivo
geral investigar as principais práticas de gestão da
inovação em uma empresa de base tecnológica, buscando
ainda identificar sua trajetória tecnológica. Os processos de
gestão da inovação nas organizações
estão fortemente inter-relacionados com as ferramentas de gest&atild=
e;o
utilizadas pelas equipes de profissionais dessas organizações=
e
são estimulados pela sua cultura interna e pela gerência. Esta
pesquisa se delineia como um estudo de caso, e a empresa objeto da pesquisa
é de base tecnológica, criada a partir do spin-off
universitário. Na pesquisa de campo, foram realizadas 14 entrevistas
semiestruturadas. A cooperação com a universidade e a
influência da alta administração são visí=
veis
na trajetória, nos relacionamentos e na capacitação do
corpo técnico. Foi identificada uma estrutura híbrida no
gerenciamento tático do desenvolvimento de produtos e processos, som=
ada
ao uso sistemático de ferramentas de gestão de riscos,
gestão do portfólio e monitoramento do ambiente competitivo, =
com
uma forte influência da gestão financeira em todas as fases do
processo impactando diretamente a inovação. Além disso=
, as
parcerias foram de suma importância para a empresa atingir seus
objetivos.
Palavras-chave: Gestão da
inovação. Práticas de inovação. Spin-off=
. Trajetória
tecnológica.
Recebido=
em 05/02/2024. Aprovado em 27/02/2025. Avaliado p=
elo
sistema double=
blind
https://doi.org/10.22279/n=
avus.v16.1865
1 INT=
RODUCTION
The landscape is changing in favor of =
companies
that mobilize technological advances and knowledge in their products and
services and in the way they create, develop and offer them. From this
perspective, competitive advantages related to the assets or size of firms =
are
declining; the focus is no longer on the pursuit of efficiency and
competitiveness, based on cost reduction and process improvement, but on the
generation of innovation, consolidating itself as a key element for adding
value and the sustainability of organizations in an increasingly competitive
contemporary environment (Dunford e=
t al.,
2013; Varandas Junior; Salerno; Miguel, 2014). =
Innovation management in organizations=
is
a complex process with strong interdisciplinary characteristics and its
practice cuts across a number of functional activities in an organization (=
Baregheh; Rowley; Sambrook, 2009). To do this, compan=
ies
have to develop a series of tasks and actions for the process of generating
innovation, which together can be called innovation management practices
(Gavira et al., 2007). In addit=
ion,
most improvements are localized and specific to each company, product and
market during the investment phase and during the operational life of each
project, when a flow of incremental improvements is incorporated into the
system (Bell; Pavitt, 1993).
To resolve this issue, it is necessary=
to
analyze not only behavioral and cultural characteristics, which are unique =
and
distinct in each company, but also to take a more comprehensive and holistic
view of the organization, considering the concern for the whole, that is, t=
he
various parts inside and outside the organization (Felizola et
al., 2024; Moreira; Stramar<=
/span>,
2014, p. 194)
Considering the relevance of innovation
management practices for organizations, the topic has aroused the interest =
of
several researchers, including the theoretical works of Tidd, Bessant e Pav=
itt
(2008), Coral et al. (2008), Temaguide (COTEC, 1998), <=
span
class=3DSpellE>Goffine e Mitchell (2010), Tidd<=
/span> e
Bessant (2015), Quadros (2008), Salerno et a=
l.
(2009) e Silva, Bagno e Salerno (2014).
In addition, there has been an increas=
e in
applied research into innovation management practices in organizations (
Therefore, a question that is still
unclear is: how do the innovation management practices of a technology-based
company work in a highly competitive and high-cost environment? With this in
mind, this study aims to investigate the specific innovation management
practices of a technology-based company, based on the methodologies and too=
ls
proposed in the innovation octagon and the Temaguide
model.
The results of this research contribut=
e to
the literature by shedding light on a subject that has not yet been explored
and by providing guidance on how innovation management practices are presen=
t in
this particular type of company and how they impact it. It also adds new
knowledge about the main processes in this type of business, which mainly
revolve around product portfolio management, finance and partnerships, which
for a better understanding have been divided into four phases.
In addition to this introduction, this
paper presents the theoretical framework, which addresses the theoretical
aspects of the research, such as innovation management and its practices. I=
t is
followed by section 3, which highlights the research's methodological
procedures. Finally, the results and final considerations are presented.
2 THEORETICAL FRAM=
EWORK
This section deals with the essenti=
al
theoretical contributions on innovation management, its practices and tools,
and the concept of technology-based companies.
=
2.1 Innovation management and its importance
Academics and managers have long discu=
ssed
the nature of innovation and its importance for an organization's growth and
competitive advantage (Hasseb et al=
.,
2019; Kitsuta; Quadros, 2020; Yousef Obeidat et al., 2017; Tidd; Bessant, 2015;
Carvalho et al., 2011). The
implementation of the innovation generation process in an organization,
however, is an issue that is still unclear. For example, how to recognize w=
hat
type of innovation management is necessary for each company or situation (L=
opes
et al., 2016). However, the
innovation management process includes different types of innovation, which=
can
be product, process, marketing, organizational, among other names. However,=
it
is more noticeable in products and/or processes, as it highlights the
technology required for development (Fayet, 2020).
Kotsemir and Meissner (2013) pointed o=
ut
that in innovation studies there is a growing concern about innovation being
understood as a process, a flow of non-linear activities, aimed at solving a
problem by combining existing knowledge, generating knowledge and using it =
to
solve a problem. This finding points to the challenges and complexity of
innovation management, the condition of the surrounding structure, and the
multiple sources of information, knowledge and fields of application (Macha=
do;
Luchese; Bencke, 2019).
Innovation management starts with
creativity, then defining strategies, setting priorities, evaluating ideas,
managing projects and monitoring results (Scherer; Carlomagno, 2016). The
company also needs to clearly define its future strategies, having a system=
ic,
continuous and controlled innovation management process, where the optimiza=
tion
of partnership processes and the alignment of research with the demands of =
the
productive sector stand out (Ayroza; Pedroza Fi=
lho,
2024).
For Schreiber, Silva and Nunes (2021, =
p.
68), the implementation of an innovation management system can stimulate the
organization to change "the current course of action or situation,
circumscribed by premises and organizational structures". The
implementation of efficient and effective innovation management requires the
use of innovation management techniques and practices that can guide the
construction of organizational processes through which innovation should be
conducted (Albors-Garrigos; Igartua; Peiro, 201=
8).
2.2 Innovation management practices and
tools
A literature review by Gomes et al. (2021) identified seven
dimensions of good management practices: critical, economic, people managem=
ent,
innovation, quality, project management and production management. Along the
same lines, Alves et al. (2021)
present another way of understanding innovation management through the appr=
oach
of ordinary management practices, which can be applied from people's daily
lives, experienced in their day-to-day work.
The innovation management process is
strongly interrelated with management tools and the organization's internal
culture (Souza, 2003). According to the same author, these tools help to
collect, classify, present and process information for planning and managing
innovation.
The diversity of nomenclatures used in=
the
literature makes a precise definition of a management tool quite difficult.=
For
Marques (2016), management tools can be conceptualized as managerial techni=
ques
that help managers' decision-making, institutional management, improve thin=
king
and indicate the best path for initial action.
Pfitzner, Salles Filho and Brittes (2016, p. 6) also point out that tools are li=
ke
means of carrying out actions, responsible for systematizing, ordering and
scripting innovation, and are present in each of the processes. Therefore,
tools are the technological support for management practices.
There are several studies in the
literature that propose innovation tools and practices, including the Octag=
on
of Innovation Diagnosis (Scherer; Carlomagno, 2016) and those described by =
the Cotec Foundation (Temaguide),
which will provide the basis for the discussions in this paper.
2.2.1 Innovation Octagon Diagnosis<=
/span>
Among the different applications that =
have
the same objective of structuring, organizing and systematizing these pract=
ices
and techniques in companies, there is the Innovation Octagon, developed by
Scherer and Carlomagno (2009), which works as a tool to help companies mana=
ge
innovation and serves as a conceptual basis for practical application in
companies (Scherer; Carlomagno, 2016).
The Octagon of Innovation is a tool
developed to help diagnose innovative potential and design management polic=
ies
to improve its performance. Scherer and Carlomagno (2016) structured the to=
ol
according to eight dimensions, described below according to Scherer and
Carlomagno (2016) and Miranda et al=
.
(2019): Innovation strategy, Relationships for innovation, Innovation cultu=
re,
People for innovation, Structure for innovation, Innovation process, Funding
for innovation, Leadership for innovation.
2.2.2 Cotec Foundation
TEMAGUIDE (Technology Management & Guide)
refers to a compendium of knowledge and tools on innovation management
organized by COTEC (1998), and is the result of research carried out by a g=
roup
of European organizations: COTEC Foundation (project coordinator), SOCINTEC,
CENTRIN (University of Brighton), IRIM (University of Kiel) and the R&D
Unit of Manchester Business School, based on a survey of European small and
medium-sized enterprises. TEMAGUIDE proposes an innovation management model
based on five aspects: Mapping (SCAN), Focus (FOCUS), Resources (RESOURCE),
Implementation (IMPLEMENT) and Learning (LEARN) (COTEC, 2023).
According to Tema=
guide,
innovation management tools can help with: project management; preparing a =
new
project in advance; preparing a product for market launch; increasing the
company's performance; among others. Temaguide,
module I from 1999, refers to a process of selecting various techniques use=
d by
different companies to help users manage technology and innovation. It has =
18
practices with specific objectives and formal techniques (Table 1) (COTEC,
2023).
Table 1 - Innovation Management Tools
|
TOOLS |
|
ExternalMarket analysis |
|
Technological=
prospecting |
|
Bechmarking=
|
|
PatentInternalIntellectual=
property management |
|
AuditsEnvironmental management |
|
WorkProject management |
|
Project evaluation |
|
Portfolio management |
|
GroupNetwork work |
|
WorkingInterface management |
|
IdeasValueCreativityEfficiencyContinuousChangeLean production |
Source: Adapted from COTEC (1999)
2.3 Technology-based companies
According to Sánchez Ocampo, Ia=
cono
and Leandro (2019), companies seek to combine scientific knowledge with
technological development in order to adopt innovations that allow them to =
be
more competitive. Technology-based companies (TBEs) are ventures focused on
creating new products and services with current technological tools; they a=
lso
work on improving existing products and services.
EBTs are organizations that use knowle=
dge
as a strategic component for their competitiveness and make significant
technological efforts, since they focus a large part of their efforts on
developing and manufacturing products that systematically integrate new
technologies (Toledo et al., 20=
08).
In the process control automation sect=
or,
EBTs were considered to be companies that are part of the industrial automa=
tion
industry, involved in product development and production activities aimed at
controlling manufacturing processes through the application of mechanical,
electronic, telemetry and computer technologies (Jugen=
d;
Silva; Toledo, 2005).
These concepts emphasize the use of
technology as a basic input in the production process of this type of compa=
ny,
where information and knowledge management are requirements for maintaining
competitiveness.
3 METHODOLOGICAL PROCEDURES
In terms of approach, this research is
qualitative in nature. In general, investigations that focus on qualitative
analysis have complex or strictly particular situations as their object.
Studies using a qualitative methodology can describe the complexity of a gi=
ven
problem, analyze the interaction of certain variables, understand and class=
ify
dynamic processes experienced by social groups (Richardson, 2015; Gerhardt;
Silveira, 2009).
This research is also a case study, a
modality widely used in the social sciences. In this context, a case study =
is
seen as an empirical investigation that "investigates a contemporary
phenomenon within its real-life context, especially when the boundaries bet=
ween
the phenomenon and the context are not clearly defined", as is general=
ly
observed in the social sciences (Yin, 2001, p. 32; Eisenhard=
t,
1989).
The company at the center of the resea=
rch
is a provider of intelligence solutions for urban mobility, traffic enginee=
ring
and public safety, which in this research will be referred to as BETA. The
company has 78 employees, two branches, one in Fortaleza/CE and the other in
Caxias/RS, a manufacturing unit and a research center in the São
José dos Campos Technology Park. Beta will be better characterized
below.
Data was collected through documentary=
and
field research (Lakatos; Marconi, 2003; Yin, 2001). In the field research, =
12
semi-structured interviews were carried out. The interview script was drawn=
up
using the innovation octagon as a reference, given its dimensions relating =
to
strategy, leadership, people and relationships; and Te=
maguide
with its tools aimed at market analysis, technological prospecting, project
evaluation, project management and portfolio management.
The questions asked in the interviews
refer to the practices and tools used in the different sectors surveyed:
RD&I, Development, Commercial, Financial, Human Resources, Technical
Consultants and Partners. It was not possible to conduct interviews in the
RD&I sector, as Compliance management limits access to a wide range of
information as it is a very strategic area for the company.
The participants were: a managing
director, an executive director, a contracts manager, a development enginee=
r, a
financial officer, a human resources officer and the supervisor of the
Fortaleza office. In addition, the president of the Federal University of
Ceará's Technology Development Park (PADETEC-UFC) during the period =
in
which the company was incubated, a consultant from the São Paulo
Technology College (FATEC) at the São José dos Campos Technol=
ogy
Park (PQTec), a former client, and two software=
suppliers.
The interviews lasted an average of 60 minutes and took place between Decem=
ber
2022 and February 2023. The following table
summarizes the information:
Table 2 - Field data collection
|
Organizations |
|
|
Founding partner |
Beta c=
ompany |
|
Development |
Beta c=
ompany |
|
Contract manager |
Beta c=
ompany |
|
Head of office in Fortal=
eza |
Beta c=
ompany |
|
Business partner |
EIM LTDA |
|
Customer |
AMC |
|
Financial sector (Manager) |
Beta c=
ompany |
|
Partner |
PADETEC |
|
Partner (Software area) |
CAIS NETWORK |
|
Finance Director |
Beta c=
ompany |
|
Human Resources Human
Resources |
Beta c=
ompany |
|
Technical consultant |
FATEC |
Sourc=
e:
Prepared by the authors, 2023.
Bardin's (2002) content analysis techn=
ique
was used to process the data collected through the interviews, since it all=
ows
information to be categorized and inferences to be made with the literature,
making it possible to find the intended results and carry out triangulation=
s.
Thematic analysis, among the modalities of content analysis (Bardin, 2002),
makes it possible to synthesize the data from observations, inferred in
different categories. In this way, the data can be better understood and
interpreted more quickly (Lakatos; Marconi, 2003).
In practical terms, we cross-referenced
the information obtained in the interviews with the aspects raised in the
literature, always guided by the proposed script. We then associated each
passage or paragraph with the points in the literature that were relevant to
the study, using them in the text whenever they corroborated with the
innovation management practices observed. After this process, by integrating
the data collected in a variety of ways, we proposed an innovation manageme=
nt
structure for the BETA company. In analyzing the data, we adopted a deducti=
ve
approach, as we started from a consolidated theory in order to reach specif=
ic
conclusions (Neergaard; Ulhoi, 2007).
4 RESULTS AND DISCUSSIONS
This section focuses on the analysis a=
nd
discussion of the results found during the research methodology.
4.1 Characterization of the company
studied
As already mentioned, BETA is a provid=
er
of intelligence solutions for urban mobility, traffic engineering and public
safety. It was created in 199=
3 as a
technology-based company, from a university spin-off,
and initially designed a system to photographically record some traffic
violations, such as running red lights and disrespecting speed limits on the
roads (Fotosensores, 2022).
Initially, the organization was incuba=
ted
at the Federal University of Ceará's Technology Development Park
(PADETEC), where it remained until 1995. The company has grown and currently
has a new corporate structure, becoming more innovative and expanding its
portfolio of new products. This proves the importance of the university-com=
pany
relationship in the various cycles of a business, especially in companies t=
hat
are starting out and need support in the field of research and development,
which was the case with Beta (Terán-Bustamante; Martínez-Vela=
sco;
López-Fernández, 2021; Rossoni; Vasconcellos; Castilho, 2024;
Bracht; Neto; Andrade, 2024).
The Research, Development and Innovati=
on
unit at the São José dos Campos Technology Park was inaugurat=
ed
at the beginning of 2012, and supports several of the company's growth line=
s by
contributing to urban mobility solutions. Among the products and services
offered are the Fixed Intrusive Radar, Electronic Speed Bumps, Educational
Speed Bumps, Traffic Management and Monitoring - Monit=
ran®
and the development of the "Big Data" system for processing traff=
ic
intelligence information, called "FotoSiga=
®
Public Safety".
4.2 Practices, organizational routines=
and
innovation management
The company's innovation management
practices initially followed PADETEC's organizational processes. Since the
company had no formal administrative routines, except for customer acquisit=
ion
routines, innovation groups met periodically and the processes for approving
products were determined by management.
A strong move was made in 1998 with the
total quality program, ISO-9001 certification and in 2005, when the Process
Improvement Program for Hardware and Software Development (MPS-BR) was
implemented. The following year, the company implemented ERP Protheus, a tool that interconnects all sectors and
employees, facilitating dialogue and ensuring that the defined routines are
carried out successfully. In their studies, Quadros (2008) and Gavira et al. (2007) already highlighted =
the
importance of using dashboards =
to
optimize decision-making, while at the same time enabling the development of
technologies and products to be aligned with the company's strategic
objectives.
R&D activities were gradually
transferred to PQTec in São José =
dos
Campos, and some suppliers and consultants were integrated as partners. The
company entered into a process of outsourcing the maintenance, assembly and
operation routines of the systems (Guertler; Sick, 2021), orchestrating a
network of partners, based on recognizing their needs for operational and
strategic activities, considering the dynamism and complexity of the
environment (Lobo et al., 2024a; Lobo et al., 2024b). Instead of playing a =
secondary
role, parts and equipment suppliers actively participate in the entire prod=
uct
creation process (Scherer; Carlomagno, 2016). In other words, the company u=
sed
to manage innovation by outsourcing operational routines to other
companies/institutions. In this context, a partnership with INMETRO created=
a
methodology to certify and give credibility to the product, which highlights
the importance of these external partnerships (Desidério; Zilber, 20=
16;
Guertler; Sick, 2021.).
During the last phase of the relocatio=
n,
there was a major administrative restructuring with a reduction in the numb=
er
of directors and managers. This process was consolidated with the installat=
ion
of a Compliance Guide, stemming=
from
the Code of Ethics that was created in 2014. Organizational structure, knowledge
sharing and diversity, communication, climate, management support and
procedures are crucial in innovation management (Singh; Akbani; Dhir, 2020)=
.
According to Schreiber, Silva and Nunes
(2021), when a well-defined innovation process is established, with suffici=
ent
and clear steps to assess the viability of new product projects before they=
are
launched, it contributes significantly to analyzing opportunities and reduc=
ing
risks. Innovation management is a cross-cutting process that requires
integration and joint work between different areas, which may or may not re=
sult
in success (Coral et al., 2008).
Figure 1 shows the innovation management structure identified at Beta:
![](3D"1865_arquivos/image002.gif")
Figure 1 - Innovation management structure
identified
Sourc=
e:
Prepared by the authors (2023)
The process structure identified in the
interviews begins with the planning of a set of projects (portfolio), throu=
gh a
disciplined business process, with phases and evaluations. This corroborates
Scherer and Carlomagno (2009), who emphasize that innovations must be in
harmony with the company's business strategy, the innovation profile of its
sector and its growth intentions (Scherer; Carlomagno, 2009). According to =
the
Managing Director:
"The company works entirely with =
the
public market, public bodies, municipality, state or union. The routine
consists of attracting clients through calls for tenders. Once the tender h=
as
been published, it analyzes what is of interest and what is not [...]"=
.
Over the years, Project Portfolio Management (PPM) has become a key element =
in
achieving the strategic objectives of many companies, by supporting the
decisions needed to select projects for their portfolios. Through PPM it is
possible to organize and prioritize various projects in a single portfolio,=
which
facilitates their management using different models (Loureiro; Goldman;
Oliveira Neto, 2018).
As we have seen, the commercial sector
attracts customers based on the portfolio developed by the other sectors of=
the
company, taking into account its competencies and business model. In this
respect, management integrates relevant facets such as daily activities and
actions in the organizational environment, to which attention must be paid =
in
the context of the reality of innovation work (Alves et al., 2021, p. 7).
In the second phase, the feasibility of the products to be
developed is assessed by the R&D departments and FATEC. After the techn=
ical
evaluations, the financial feasibility studies of the project as a whole are
carried out and the "Business =
plan"
is drawn up, which is sent for approval by management. In this regard, Sabi=
no et al. (2019); Davila, Varvakis and North (2019); and Bollinger (2020) empha=
size
that strategic knowledge management and management control are a necessity =
to
guarantee the development of innovation, as well as its strategic integrati=
on.
According to Stef=
anovitz,
Nagano (2014) and Quadros (2008), the mobilization of internal and external
sources corresponds to the decision-making process that leads to the
outsourcing or internalization of R&D activities and complementary
technology. This decision-making process is based on the organization's
competency strategy, which should unfold in a mapping of internal and exter=
nal
knowledge, as well as a plan to cover any gaps and develop future partnersh=
ips.
In the third phase, Approval, the challenge of decision-making in innovation is even
more complex, due to the fact that the nature of innovation involves the
unknown, the possibilities and opportunities associated with something new.
However, innovation management tries to convert this initial uncertainty in=
to
something closer to a calculated risk, taking into account a strategic visi=
on
of how a company can best develop (Tidd; Bessant, 2015).
In this new phase, according to the
Financial/Administrative Director, financial management has taken on a new
status when he points out that it is up to management to decide whether the
capital proposal is implemented, the business plan is approved or canceled.
Normally, the company allocates resources to its various projects from an
annual budget, which supports the company's strategy process. The implement=
ation
of projects (internal or external) is supported through the use of financial
support mechanisms and incentives (Stefanovitz,
Nagano, 2014; Quadros, 2008), as pointed out by the Financial/Administrative
Director:
"Finance participates in all stag=
es
of product development, from drawing up the business plan to monitoring the
stages of development and delivery, making resources available, providing
resources and envisioning the applicability and profitability of the new
product/service."
The implementation of the Compliance Program has improved
management practices, ethical and legal rules, increased legal certainty and
improved contract management, in other words, "the routines practiced,
built within an organization, define a set of actions that it is capable of
doing safely" (Nelson; Winter, 2005).
The Implementation =
stage sees the influence of the management practices and tools adopt=
ed
by the company, where projects have an impact on the adoption of new tools =
and
these change the company's practices. Quadros (2008) points out that the
innovation management process must involve the entire organization and requ=
ires
the adoption of specific technological innovation management processes and
tools, operated by the functional areas involved, with an emphasis on the
R&D and commercial functions. According to the former Director of Resea=
rch
and Development interviewed and current partner:
The company has always sought to imple=
ment
well-defined processes involving all employees. This was most notable in 19=
98
when it implemented the Total Quality program (ISO 9001), and in 2005 when =
it
implemented the hardware and software development process improvement progr=
am
(MPS-BR). With these programs, all actions were documented and explained,
making it easier, among other things, to hire a new employee who could learn
quickly
The use of OMIE's ERP management so=
ftware
has provided the finance, human resources and purchasing sectors with a sys=
tem
suited to their operations. These tools are used both in the company's own
production process and in the selection of suppliers. These, in turn, have =
had
an impact on the management of outsourcing services.
The hiring of a team of researchers and the
partnership with FATEC provided the technological support the company neede=
d to
continue its innovation process. Academic research can help companies incre=
ase
their understanding of the fundamentals of particular phenomena, providing a
glimpse of new opportunities, especially when the research results can dire=
ctly
influence the innovation that results from university-company cooperation
(Hasenclever et al., 2020; Zare=
lli;
Carvalho, 2021; Terán-Bustamante; Martínez-Velasco;
López-Fernández, 2021).
The Implementation phase means putting the innovation project into practice. This stage is= not simple, as it requires attention to acquiring the sources of knowledge that will enable the innovation to carry out the project, under conditions of unpredictability, which requires great problem-solving skills and launching= the innovation in relevant internal or external markets (Tidd; Bessant, 2015).<= o:p>
The deliveries
concern contract management. In contract management, the company uses
MONITRAN, a multi-platform Traffic Management and Monitoring tool, which
remotely monitors the operation and has greatly increased the efficiency of=
the
operation and contract management. At this stage, the financial sector
evaluates the results, and the contract management presents monthly stateme=
nts
of investments and forecast results.
According to Scherer and Carlomagno
(2016), innovation management starts with creativity, then defining strateg=
ies,
setting priorities, evaluating ideas, managing projects and monitoring
results. Evaluating the innov=
ation
management process involves developing and applying metrics for results, the
quality of processes and the impact of innovation on the organization,
consumers and the environment (Quadros, 2008).
Management practices related to the
tactical management of product/process development at Beta are similar to
innovation funnels or stage-gate decision-making processes, and their
occurrence can be explained by the fact that they are the most widespread a=
mong
Brazilian industrial companies (Quadros, 2008).
5 FINAL CONSIDERATIONS
The aim of this article was to identify
the main innovation management practices in a technology-based company thro=
ugh
its innovation structure. The practices adopted were influenced by the mark=
et
and the company's knowledge base and capabilities. Organizational learning =
led
to the introduction of an organizational model that was not implemented in a
ready-made way, but through the development of its practices and competenci=
es.
From the point of view of senior
management, it is possible to distinguish efforts in three distinct areas: =
in
training, through the availability of courses; in the application of
techniques, through the use of tools such as an ERP linking all sectors and
employees, the hardware and software development process improvement program
(MPS-BR) and the use of AGILE/ PMI processes; and in the environment: the
company has a very lean structure, and processes take place in a simplified
way.
Activities are carried out systematica=
lly
and include Strategic Portfolio Management, risk identification tools,
monitoring of clients, the competitive and regulatory environment. The comp=
any
is open to partnerships with suppliers, customers and competitors to genera=
te
new products, services and processes with innovative potential. Its Board of
Directors is involved not only with the market, but also with the academic
community, developing skills and establishing partnerships.
In the current phase, there is a strong
emphasis on financial management, where the short life cycle of products and
intense competition in the market have motivated this change in the managem=
ent
process. The high investments in product development, combined with the
reduction in payback time, have elevated financial feasibility studies to a
position that overrides technical feasibility.
The partnerships adopted by the company
come in response to the need to reduce costs and development time. In this
case, there is a particularity, as the company does not develop products in
partnership, with the exception of the university. The model adopted is one=
of
co-participation, where products developed by the partners are used together
with those produced by the company; the technology is not transferred.
We believe that this study has helped =
to
demonstrate the importance of university spin-offs and the relevance of this
business model to society. The company researched has demonstrated its abil=
ity
to absorb the technologies developed and has produced products on the front=
ier
of innovation in its sector. The result achieved was the model shown in fig=
ure
1, which represents a hybrid structure, with open innovation processes and
classic management in the definition of the portfolio and financial managem=
ent.
The limitations arising from financial management are a highly impor=
tant
factor to be observed by innovation management companies, especially univer=
sity
spin-offs, since they are strongly influenced by academia, where cost
management is deficient. The high investments in product development, coupl=
ed
with the reduction in payback time, have elevated financial feasibility stu=
dies
to a position that overrides technical feasibility. These findings discusse=
d in
the study point the way to how the innovation management practices discussed
can be applied in other technology-based companies and, even better, what t=
he real
impacts of these practices are, such as the creation of new products or the
development of innovations and market updates.
The limitations of this study are rela=
ted
to the restrictions on data collection, partly due to confidentiality issues
and partly due to the change of headquarters. In this case, the researcher =
had
to seek out some former employees to gather the necessary data. Further
research is suggested into the impact of reducing the product life cycle on=
the
financial structure of technology-based companies, as well as studies deali=
ng
specifically with the technological trajectory of this type of organization=
.
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