Eficiência operacional e inovação radical: fatores determinantes para uma organização inovadora

• Ano de defesa: 2008
• Autor(a) principal: Vianna, Augusto Oliveira
• Orientador(a): Di Serio, Luiz Carlos
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Gestão da cadeia de suprimentos logística e operações; Inovação; Organização; Eficiência; Radical; Inovadora
• Link de acesso: http://hdl.handle.net/10438/2367

Globalization requires companies to the need to take responsibility and continue to innovate in the market, due to the transition from an industrial economy to a knowledge-based economy. This economy requires businesses rapidly in the decisions and sustainable competitive advantage, which can only catch them when they develop the ability to innovate, since the value of goods and services is tied to the knowledge that generates innovation. This dissertation discusses and identifies the critical organizational factors for a company to innovate on a continuously way, by addressing two strategies that, for some time, were considered incompatible to be adopted simultaneously: exploration and exploitation. Were taken of these two strategies, operational efficiency and radical innovation, respectively, which were studied for the reasons which have become determining factors in an innovative organization. Due to the great experience of the author of this work, it was decided to focus in these studies Motorola, remarkably innovative company in operational efficiency, and in the development of the system of six-sigma quality and radical innovation, with the advent of mobile phone. By way of reference survey, a study of the stages of life and the company's application for a questionnaire to officials of Motorola, reached the following conclusions: ratified the importance of balancing the two strategies, so that the company maintains a competitive advantage; clarified It is that both operational efficiency as radical innovation is the purpose of an innovative organization. The primary cause of a company such as Motorola, is an innovative organization is the condition that there is a culture of innovation, which values the employees especially the talented, monitors and participates in production in order to maintain the parameters of quality and costs, and attention to the consumer, suppliers and other companies, they form partnerships that provide generation of new ideas and opportunities. Thus a company like Motorola will maintain competitive advantage continuously.