Integração intraorganizacional e o acesso a recursos para o desenvolvimento de inovações radicais
DOI:
https://doi.org/10.22456/1983-8026.151540Palavras-chave:
Recursos, Inovação radical, Integração intraorganizacional, Ambidestria, Novos produtosResumo
Este artigo examina práticas de integração intraorganizacional em grandes empresas para alocar recursos para o desenvolvimento de inovações radicais. Sem os apropriados recursos financeiros, tecnológicos e humanos é inviável o desenvolvimento dessas inovações. Um caminho é usar recursos internos, abundantes em uma grande empresa. A literatura sobre como esse uso ocorre, porém, ainda é escassa. A pesquisa, baseada em estudos de caso em três empresas, analisou práticas de integração em duas fases críticas: descoberta (concepção inicial de projetos, via exploração de novas oportunidades) e incubação (experimentação, em que hipóteses tecnológicas e mercadológicas são testadas em escala reduzida). As práticas identificadas foram classificadas como estruturais (comitês e forças-tarefa) e comportamentais (hunters, gatherers e sponsors). Resultados mostram que práticas estruturais devem ser implementadas independentemente da especificidade dos projetos, enquanto as práticas comportamentais dependem de contingências dos projetos. A combinação dessas práticas é crucial para gerir incertezas e sustentar projetos de inovação.
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