Inovação aberta, cultura organizacional e desempenho inovador: análise nos setores químico e de tecnologia de informação
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Data
2020-05-06
Autores
Scaliza, Janaina Aparecida Alves
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Universidade Estadual Paulista (Unesp)
Resumo
Considerada como o elemento que une normas e conjuntos de valores, ideais sociais ou crenças compartilhadas pelos membros de uma organização, a Cultura Organizacional (CO) pode estimular a inovação, na medida em que influencia hábitos, valores e comportamentos. Há estudos que relacionam CO à inovação de forma integrada, porém, a literatura ainda apresenta gaps sobre a compreensão entre as diferentes formas de CO e suas relações com a adoção da Open Innovation (OI), que é definida como o uso intencional de parcerias externas e internas à organização, com o objetivo de desenvolver inovações. A OI pode ser analisada por seus fluxos, ou práticas, que são o inbound e outbound. A literatura tem indicado diversas dimensões de cultura organizacional e maneiras de compreendê-la, por exemplo, níveis como artefatos, valores e pressupostos, características de culturas nacionais e sua relação com a cultura organizacional ou análise dos elementos que colaboram com a inovação. Este trabalho utilizou o modelo proposto por Cameron e Quinn (2006), que por meio do questionário, nomeado como OCAI - Organizational Culture Assessment Instrument, busca classificar a cultura organizacional predominante das empresas, classificando-as como adhocráticas, clãs, de mercado ou hierárquicas. O objetivo deste estudo foi investigar como o tipo de cultura organizacional pode impactar o desempenho inovador, por meio das práticas de OI inbound e outbound e moderado pelo desempenho do ecossistema de negócios. Por meio de um survey, com 169 empresas brasileiras das áreas Química e de Tecnologia da Informação, os principais resultados demonstram que (i) maiores características do tipo adhocrático e clã favorecem a adoção do inbound e outbound, (ii) os resultados não demonstraram que culturas hierárquicas influenciam negativamente o inbound , porém encontra-se esse resultado no outbound, (iii) e o tipo de mercado, apesar de apresentar um foco voltado ao ambiente externo, não demonstrou o favorecimento da prática de outbound. Além disso, foram encontrados resultados que demonstram que (iv) o desempenho do ecossistema de negócios favorece a relação entre o inbound e o desempenho inovador, o que demonstra a importância de um ecossistema propício para a atividade de abertura das empresas à aquisição de inovações, mas esse (v) cenário não ocorre em relação ao outbound, em que o ecossistema de negócios não demonstrou fortalecer a relação entre essa prática de OI e o desempenho inovador.
Considered as the element that unites norms andsets of values, social ideals or beliefs shared by the members of an organization, Organizational Culture (CO) can stimulate innovation, insofar as it influences habits, values and behaviors. There are studies that relate CO to innovation in an integrated way, however, the literature still presents gaps on the understanding between the different forms of CO and their relationship with the adoption of Open Innovation (OI), which is defined as the intentional use of external partnerships and internal to the organization, with the aim of developing innovations. OI can be analyzed by its flows, or practices, which are inbound and outboundThe literature points out several dimensions of organizational culture and ways of understanding it, for example, levels such as artifacts, values and assumptions, characteristics of national cultures and their relationship with organizational culture or analysis of the elements that collaborate with innovation. This work used the model proposed by Cameron and Quinn (2009),which through a questionnaire, named as OCAI -Organizational Culture Assessment Instrument, seeks to classify the predominant organizational culture of companies, classifying them as adhocratic, clan, market or hierarchical. The aim of this study was to investigate how the organizational culture type can impact innovative performance, through inbound and outbound OI practices and moderated by the business ecosystemperformance.Through a survey of 169 Brazilian companies in the areas of Chemistry and Information Technology, the main results demonstrate that (i) greater characteristics of the adhocratic and clan type favor the adoption of inbound and outbound, (ii) the results did not demonstrate that hierarchical cultures negatively influence inbound, but this result is found in outbound, (iii) and the type of market, despite having a focus on the external environment, did not demonstrate the favoring of outbound practice. In addition, results were found that demonstrate that (iv) the performance of the business ecosystem favors the relationship between inbound and innovative performance, which demonstrates the importance of an business ecosystem conducive to the activity of opening companies to the acquisition of innovations, but (v) this scenario does notoccur in relation to outbound, in which the business ecosystem has not shown to strengthen the relationship between this practice of OI and innovative performance.
Considered as the element that unites norms andsets of values, social ideals or beliefs shared by the members of an organization, Organizational Culture (CO) can stimulate innovation, insofar as it influences habits, values and behaviors. There are studies that relate CO to innovation in an integrated way, however, the literature still presents gaps on the understanding between the different forms of CO and their relationship with the adoption of Open Innovation (OI), which is defined as the intentional use of external partnerships and internal to the organization, with the aim of developing innovations. OI can be analyzed by its flows, or practices, which are inbound and outboundThe literature points out several dimensions of organizational culture and ways of understanding it, for example, levels such as artifacts, values and assumptions, characteristics of national cultures and their relationship with organizational culture or analysis of the elements that collaborate with innovation. This work used the model proposed by Cameron and Quinn (2009),which through a questionnaire, named as OCAI -Organizational Culture Assessment Instrument, seeks to classify the predominant organizational culture of companies, classifying them as adhocratic, clan, market or hierarchical. The aim of this study was to investigate how the organizational culture type can impact innovative performance, through inbound and outbound OI practices and moderated by the business ecosystemperformance.Through a survey of 169 Brazilian companies in the areas of Chemistry and Information Technology, the main results demonstrate that (i) greater characteristics of the adhocratic and clan type favor the adoption of inbound and outbound, (ii) the results did not demonstrate that hierarchical cultures negatively influence inbound, but this result is found in outbound, (iii) and the type of market, despite having a focus on the external environment, did not demonstrate the favoring of outbound practice. In addition, results were found that demonstrate that (iv) the performance of the business ecosystem favors the relationship between inbound and innovative performance, which demonstrates the importance of an business ecosystem conducive to the activity of opening companies to the acquisition of innovations, but (v) this scenario does notoccur in relation to outbound, in which the business ecosystem has not shown to strengthen the relationship between this practice of OI and innovative performance.
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Cultura organizacional, Tipos de cultura organizacional, Open innovation, Inbound, Outbound, Desempenho do ecossistema de negócios, Desempenho Inovador, Organizational culture, Organizational culture types, , Business ecosystems performance, Innovative performance