Estratégias de inovação à luz da visão baseada em recursos: um estudo da EMBRAPA

• Ano de defesa: 2013
• Autor(a) principal: Barbosa, Raissa de Azevedo
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal da Paraí­ba; Brasil; Administração; Programa de Pós-Graduação em Administração; UFPB
• Palavras-chave em Português: Administração; Estratégias de inovação - Embrapa; Modelo VRIO; Innovation Strategies; Resource-based view; Embrapa; CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.ufpb.br/jspui/handle/tede/3826

This research aims to analyze the characteristics of innovation strategies adopted by Embrapa, from the perspective of resource-based view. Therefore, as the methodological procedures, were adopted the interpretive paradigm, the qualitative approach, the descriptive study and the method used was the case study. The company studied was Embrapa and between their units were selected six. For the procedure of data collection were used primary and secondary data, direct observation and a set of interviews applied to twelve subjects. The analysis was based on the interpretation of interview transcripts and institutional documents and divided into categories. The categories were previously selected and based on the three specific objectives: to identify the innovation strategies adopted by Embrapa; investigate what resources and capabilities are exploited by Embrapa that enable the development of innovation strategies identified, and; evaluate resources and capabilities that have potential to generate sustainable competitive advantages. As a result, it was possible to identify thirteen different types of innovation strategy, but the offensive strategies of innovation and partnership were considered preponderant at Embrapa. The human, physical and technological resources were indicated as the most used to support the strategies identified. Finally, in the last specific goal, eight features could be considered strategic because they have gone through VRIO model, considered thus as valuable, rare, hard to imitate and explored by the organization: bank assets, genetic resources, the 47 units, geographical dispersion, qualification of employees, release technologies, reputation and positive image of Embrapa. It was concluded that it is possible to implement satisfactorily, into a single enterprise, different types of innovation strategies, even with conflicting characteristics. Furthermore, it became clear in the analysis the lack of knowledge and the difficulty of identifying the resources and capabilities of the company, by employees interviewed.