An it multinational company innovating in the latin america region based on external signals An exploratory case study of how a global t-KIBS company innovates acquiring external signals and converting them into innovation

Autores

DOI:

https://doi.org/10.22279/navus.2017.v7n2.p37-48.474

Palavras-chave:

Innovation. Peripheral Vision. Absorptive Capacity.

Resumo

The main objective of this exploratory qualitative case study research is to study the external knowledge acquisition and
opportunities translation into innovations. In order to reach this goal it is proposed to use the Peripheral Vision and
Absorptive Capacity constructs as lens to study the phenomenon. These two elements composed and combined form a
four-phases framework – source, monitoring, interpretation and conversion, which was applied in a Latin America
subsidiary of a large Multinational Information Technology Services company. The innovation outcomes were explored
as performance evidences of the framework as an innovation process mechanism. As findings we could realise evidences
the company seeks and generates innovation mainly using their clients as source, having as outcome, process
innovations, with incremental impact. Also we saw the different leadership perspectives about the importance of
innovation phases in the framework.

Downloads

Não há dados estatísticos.

Biografia do Autor

Celso dos Santos Malachias, FGV EAESP.

Administração da Produção e Operações. Inovação.

Luiz Carlos Di Serio, FGV EAESP.

Administração da Produção e Operações.

Referências

ARMBRUSTER, H. et al. Organizational innovation: The challenge of measuring non-technical innovation in large-scale

surveys. Technovation, n. 28, p. 644–657, 2008.

BEKHET A.; ZAUSZNIEWSKI, J. Methodological triangulation: an approach to understanding data. Nurse Researcher, v.

, n. 2, p. 40-43. 2011.

CHANG, C.; LINTON, D. J.; CHEN, M. Service regime: An empirical analysis of innovation patterns in service firms.

Technological Forecasting & Social Change, n. 79, p. 1569–1582, 2012.

CHRISTENSEN, C. M. The Innovator's Dilemma - When New Technologies Cause Great Firms to Fail. Boston: Harvard

Business School Press, 1997.

COHEN, W.M.; LEVINTHAL, D.A. Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative

Science Quarterly, v. 35, p. 128-152, 1990.

CROSSAN, M. M.; APAYDIN, M. A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of

the Literature. Journal of Management Studies, v. 47, n. 6, p. 1154-1191, 2010.

DAY, G.S.; SCHOEMAKER, P.J.H. Peripheral Vision: seven steps to seeing business opportunities sooner. Boston:

Harvard Business School Press, 2005.

EISENHARDT, K.M. Building Theories from Case Study Research, Academy of Management Review, v. 14, n. 4, p. 532-

, 1989.

GARTNER. Gartner Worldwide IT Spending Forecast. Available in:

<http://www.gartner.com/technology/research/it-spending-forecast/>. Accessed in 30 Sept. 2016.

GREMLER, D.D. The critical incident technique in service research. Journal of Service Research, v. 7, n. 2, p. 65-89, 2004.

HOWELLS, J. Innovation and Services: new conceptual frameworks. CRIC. Discussion Paper, n. 38, Aug. 2000.

HOWELLS, J. et al. Innovation in Services: Issues at Stake and Trends. [Research Report]. European Commission. 2004.

Available in: < https://hal.archives-ouvertes.fr/halshs-01113600/document>. Accessed in 30 Sept. 2016.

KON, A. Economia de Serviços: Teoria e Evolução no Brasil. Rio de Janeiro: Campus/Elsevier, 2004.

LAURSEN, K.; SALTER, A. Open For Innovation: The Role of Openness. Strategic Management Journal, n. 27, p. 131–

, 2006.

LEWIS, M.W. Iterative triangulation: a theory development process using existing case studies, Journal of Operations

Management, n. 16, p. 455–469, 1998.

MARCH, J. G. Exploration and Exploitation in Organizational Learning. Organization Science, v. 2, Issue 1, p. 71-87,

MILES, I. et al. W. Knowledge-Intensive Business Services: Users, Carriers and Sources of Innovation. Prest Rapport pour DG 13. 1995.

OCDE. Oslo Manual: Proposed Guidelines for Collecting and Interpreting Technological Innovation Data. Paris: OCDE,

O’REILLY, C.A.; TUSHMAN, M.L. Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in

Organizational Behaviour, v. 28, p. 185–206, 2008.

RAPPAPORT, D. The Science of Peripheral Vision. Available in:

<http://www.sportsvisionmagazine.com/training/vision/pv001.html>. Accessed in 2 nov. 2014.

REGNÉR, PATRICK, Strategy Creation in the Periphery: Inductive versus Deductive Strategy Making. Journal of

Management Studies, v. 40, p. 57-82, 2003.

SCHOEMAKER, P.J.H.; DAY, G.S. How to make sense of weak signals. Sloan Management Review, v. 50, p. 80-89, 2009.

SENGE, P. M. The fifth discipline: The art and practice of the learning organization. New York: Doubleday/Currency,

TIDD, J.; BESSANT, J.; PAVITT, K. Managing innovation, integrating technological, market and organizational

change. New Jersey: John Wiley and Sons, 2005.

UTTERBACK, J. M. The Process of Technological Innovation Within the Firm. Academy of Management Journal, v. 14,

n. 1, p. 75-88, 1971.

WEICK, K. E. Sensemaking in organizations. California: Sage, 1984.

YIN, R. Estudo de caso: planejamento e métodos. 4. ed. Porto Alegre: Bookman, 2010.

ZAHRA, S.A.; GEORGE, G. Absorptive Capacity: A Review, Reconceptualization, and extension. Academy of

Management Review, v. 27, n. 2, p. 185-203, 2002.

Publicado

2017-04-10

Edição

Seção

Artigos