Gestão do processo de inovação: aprendendo de experiências
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Data
2022-12-09
Autores
Porto, Misleyde Bastos
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Universidade Federal do Espírito Santo
Resumo
Innovation processes in organizations encourage connections and detect opportunities that can be seized. Focusing on the management of the innovation process, this study investigated how the innovation process can contribute to organizational learning and unlearning. Concepts related to the management of organizational innovation, learning and unlearning were adopted as a theoretical basis, focusing on the process. This is a qualitative, descriptive and explanatory study whose empirical field was the iNO.VC innovation program, led by a multinational company. Data were collected through ethnographic interviews, nonparticipant observation and documents. Data were analyzed using narrative analysis and document analysis techniques. The analysis revealed that the investigated innovation process promoted relevant cooperation and collaboration between the organization, startups, government and academia, resulting in innovations that generated new technologies and process improvements for those involved. There was greater resistance to innovations in the disruptive dimension; innovations in the incremental dimension were more accepted, even with routine as a process impediment. It was confirmed that the closer the relationship between internal and external agents, the greater the availability for collaboration and cooperation in the development of innovation. The study highlighted the importance of learning and unlearning in the innovation process. That is, the act of innovating simultaneously generates learning and unlearning, which begin at the individual level (by identifying the problem and ideating the resolution), shared with the group responsible for developing the innovation that, after being absorbed, disseminates -o enhancing organizational learning. Results demonstrate unlearning as an obstacle to innovation due to strong attachment to organizational values and beliefs, as well as old and obsolete knowledge. That is, a conviction of the impossibility of “unlearning” and eliminating knowledge. Such resistance proved to be a hindrance to innovation in the investigated organization, making its dissemination slower. Finally, the study showed that the more the organization innovates, the more learning and unlearning are produced and shared by encouraging reflective practice, enhancing an organic evolution of learning.
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Inovação , Processo , Gestão , Aprendizado , Desaprendizado