A construção de carreira em ambientes inovativos: um estudo nas empresas de base tecnológica

• Autor(a) principal: Sala, Otávia Travençolo Muniz
• Data de Publicação: 2011
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações da PUC_SP
• Texto Completo: https://tede2.pucsp.br/handle/handle/987
• topic: Carreira; Empresa de base tecnológica; Ambientes inovativos; Career; Technology-based firms; Innovative environments; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

The problem definition begins with the following initial question: "The technological innovation companies develop a management career? This question resulted from a pilot study on the career anchor and theoretical interpretation about the career as a management tool. The object of study was technology-based company, which is in a context of high instability due to the project innovation on services, processes and products. There are two working hypotheses: the null hypothesis is that the TBCs do not have a management model which affects people's professional career development, and the alternative hypothesis is that the TBCs are structured by the external environment, not by the internal environment from the professional profile. The objectives were to describe the Park of High Technology Foundation of São Carlos; to identify the profile of TBCs; to identify the political career; to investigate the career expectations and to discuss the development of a model of career management. The theoretical framework was on a conceptual review on career management in the era of technological innovation. The interviews took place with managers of nine companies. The analysis showed that the determining factor in career management is the external environment. The employees performed multiple activities and the companies have no theoretically based career model. Career plans are structured by salary and technical specialization. The career is established, it is not built. The technical dimension is the focus on the people management, which implies the employee s rotation. The results highlight the need for apprehension, on the part of corporate managers, of what the theory suggests about the career model construction. In the proposition of career patterns for the companies investigated, it was identified the occurrence of multiple models, adapted from the type of parallel structures in Y