Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil

Detalhes bibliográficos
Autor(a) principal: Franklin, Marcos Antonio
Data de Publicação: 2022
Outros Autores: Popadiuk, Silvio
Tipo de documento: Artigo
Idioma: eng
por
Título da fonte: Revista Ibero Americana de Estratégia - RIAE
Texto Completo: https://periodicos.uninove.br/riae/article/view/20836
Resumo: Objective: This study examines how the organizational structure - mechanistic or organic - and exploration and exploration can contribute to explaining the radical and incremental innovations in research and development institutes (PD) of technology, aimed at products and services related to the Internet, software, hardware, telecommunications (Telecom), information technology (IT) and automation.Methodology: The research was carried out in two phases: Qualitative with four case studies, two cases of national institutes, one private and one public, and two multinational private institutes located in Brazil. The quantitative used a closed questionnaire applied to 17 institutions.Originality / Relevancy: A justification for the selection of TRDI based on the fact that the literature on exploration, exploitation, organizational structure, and innovation shows that the areas of PD of organizations, as well as high technology businesses, must be structured organically. Due to the need for decentralization, more fluid communications, greater autonomy, and the creation of knowledge are necessary as you flourish in turbulent and unstable environments.Main results: The results will reveal a predominance of the organic model in 19 two 21 institutes studied, using both stages. However, it seems that, despite strong guidance for the organic model, there are elements of the mechanistic model: the ability to combine bureaucracy will lose the necessary flexibility. This study reveals that when two models of organizational structures and exploration and exploitation are discussed, there is a gap between theory and application.Theoretical/methodological contributions: The study describes the analysis of the position of institutes in relation to obtaining, generating, and implementing expertise, examining how their organizational structures are configured to carry out related activities in a suitable way for exploration, exploration, and development of innovation in development. you root and increase.Social contributions / for management: In practical terms, this study is relevant because it allows managers and government institutions to establish and implement innovative policies and procedures in this type of technology center. These implications are related to decision-making processes, knowledge creation, guidance for exploration, exploration, ambidexterity, and types of innovation. Consequently, it can be presumed that the organizational structure of these orientations can be mixed. By these arguments, we understand that innovation, ambidexterity (exploration and exploitation), and organizational structure have a strong relationship.
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spelling Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in BrazilAmbidestria, estrutura organizacional e tipos de inovações em institutos tecnológicos de P&D no BrasilAmbidestreza, estructura organizativa y tipos de innovaciones en institutos tecnológicos de I Y D en BrazilAdministração; Estratégia; InovaçãoResearch and Development; Exploration; Exploitation; Ambidexterity; Innovation Technology.Pesquisa e Desenvolvimento; Exploration; Exploitation; Ambidestria; Inovação Tecnológica.Investigation e Desarrolo; Exploración; Explotación; Ambidestreza; Innovación Tecnologica.Objective: This study examines how the organizational structure - mechanistic or organic - and exploration and exploration can contribute to explaining the radical and incremental innovations in research and development institutes (PD) of technology, aimed at products and services related to the Internet, software, hardware, telecommunications (Telecom), information technology (IT) and automation.Methodology: The research was carried out in two phases: Qualitative with four case studies, two cases of national institutes, one private and one public, and two multinational private institutes located in Brazil. The quantitative used a closed questionnaire applied to 17 institutions.Originality / Relevancy: A justification for the selection of TRDI based on the fact that the literature on exploration, exploitation, organizational structure, and innovation shows that the areas of PD of organizations, as well as high technology businesses, must be structured organically. Due to the need for decentralization, more fluid communications, greater autonomy, and the creation of knowledge are necessary as you flourish in turbulent and unstable environments.Main results: The results will reveal a predominance of the organic model in 19 two 21 institutes studied, using both stages. However, it seems that, despite strong guidance for the organic model, there are elements of the mechanistic model: the ability to combine bureaucracy will lose the necessary flexibility. This study reveals that when two models of organizational structures and exploration and exploitation are discussed, there is a gap between theory and application.Theoretical/methodological contributions: The study describes the analysis of the position of institutes in relation to obtaining, generating, and implementing expertise, examining how their organizational structures are configured to carry out related activities in a suitable way for exploration, exploration, and development of innovation in development. you root and increase.Social contributions / for management: In practical terms, this study is relevant because it allows managers and government institutions to establish and implement innovative policies and procedures in this type of technology center. These implications are related to decision-making processes, knowledge creation, guidance for exploration, exploration, ambidexterity, and types of innovation. Consequently, it can be presumed that the organizational structure of these orientations can be mixed. By these arguments, we understand that innovation, ambidexterity (exploration and exploitation), and organizational structure have a strong relationship.Objetivo: Este estudo examina como a estrutura organizacional - mecanicista ou orgânica - e a exploração e exploração podem explicar as inovações radicais e incrementais em institutos de pesquisa e desenvolvimento (PD) de tecnologia, voltados para produtos e serviços relacionados à Internet, software, hardware, telecomunicações (Telecom), tecnologia da informação (TI) e automação.Metodologia: A pesquisa teve duas fases: A fase qualitativa utilizou um questionário semiestruturado em quatro estudos de caso, dois casos de institutos nacionais, um privado e outro público, e dois institutos privados multinacionais situados no Brasil. A fase quantitativa consistiu na aplicação de um questionário fechado a 17 instituições, utilizando uma escala do tipo Likert com sete pontos.Originalidade/Relevância: A justificativa para a seleção de TRDI baseia-se no fato de que a literatura sobre exploração, aproveitamento, estrutura organizacional e inovação mostra que as áreas de PD das organizações, assim como os negócios de alta tecnologia, devem ser estruturados organicamente devido à necessidade de descentralização, comunicações mais fluidas, maior autonomia e criação de conhecimento, à medida que florescem em ambientes turbulentos e instáveis.Principais resultados: Os resultados revelaram um predomínio do modelo orgânico em 19 dos 21 institutos estudados, utilizando ambas as etapas. No entanto, parece que, apesar da forte orientação para o modelo orgânico, existem elementos do modelo mecânico: a capacidade de combinar a burocracia sem perder a flexibilidade necessária. Este estudo revela que quando se discute o papel dos modelos de estruturas organizacionais e de exploração e aproveitamento, há uma lacuna entre teoria e aplicação.Contribuições teóricas/metodológicas: Esta análise descreve a posição desses institutos em relação à obtenção, geração e implantação de expertise, examinando como suas estruturas organizacionais são configuradas para executar atividades relacionadas de forma adequada à exploração, exploração e ambidestria enquanto buscam o desenvolvimento de inovações radicais e incrementais.Contribuições sociais / para a gestão: Em termos práticos, este estudo é relevante porque permite que gestores e instituições governamentais conheçam e aprimorem procedimentos e políticas de inovação neste tipo de centros tecnológicos. Essas implicações estão relacionadas aos processos de tomada de decisão, criação de conhecimento, orientações para a exploração, exploração, ambidestria e tipos de inovação. Consequentemente, pode-se presumir que a estrutura organizacional dessas orientações pode ser mesclada. Por esses argumentos, entendemos que inovação, ambidestria (exploração e aproveitamento) e estrutura organizacional têm uma relação forte.Objetivo: Este estudio examina cómo la estructura organizacional - mecanicista u orgánica - y la exploración y explotación pueden explicar las innovaciones radicales e incrementales en los institutos de investigación y desarrollo (I + D) de tecnología, enfocados en productos y servicios relacionados con Internet, software, hardware, telecomunicaciones (Telecom), tecnología de la información (TI) y automatización.Metodología: La investigación tuvo dos fases: La fase cualitativa utilizó un cuestionario semiestructurado en cuatro estudios de caso, dos casos de institutos nacionales, uno privado y otro público, y dos institutos privados multinacionales ubicados en Brasil. La fase cuantitativa consistió en aplicar un cuestionario cerrado a 17 instituciones, utilizando una escala tipo Likert de siete puntos.Originalidad / Relevancia: La justificación para seleccionar TRDI se basa en el hecho de que la literatura sobre exploración, explotación, estructura organizativa e innovación muestra que las áreas de I + D de las organizaciones, así como las empresas de alta tecnología, deben estructurarse orgánicamente debido a la necesidad. para la descentralización, comunicaciones más fluidas, mayor autonomía y creación de conocimiento, ya que florecen en entornos turbulentos e inestables.Principales resultados: Los resultados revelaron un predominio del modelo orgánico en 19 de los 21 institutos estudiados, utilizando ambas etapas. Sin embargo, parece que, a pesar de la fuerte orientación hacia el modelo orgánico, hay elementos del modelo mecánico: la capacidad de combinar la burocracia sin perder la flexibilidad necesaria. Este estudio revela que al discutir el papel de los modelos de estructuras organizacionales y la exploración y explotación, existe una brecha entre la teoría y la aplicación.Contribuciones teóricos / metodológicos: Este análisis descrebe la posición de estos institutos en relación a la obtención, generación y despliegue de experiencia, examinando cómo se configuran sus estructuras organizacionales para llevar a cabo actividades adecuadamente relacionadas con la exploración, exploración y ambidestreza buscando desarrollar innovaciones radicales y incremental.Contribuciones sociales / a la gestión: En la práctica, este estudio es relevante porque permite a los directivos e instituciones gubernamentales conocer y mejorar los procedimientos y políticas de innovación en este tipo de centros tecnológicos. Estas implicaciones están relacionadas con los procesos de toma de decisiones, la creación de conocimiento, las orientaciones de exploración, la exploración, la ambidestreza y los tipos de innovación. En consecuencia, se puede suponer que la estructura organizativa de estas directrices puede ser mixta. Con base en estos argumentos, entendemos que la innovación, la ambidestreza (explotación y explotación) y la estructura organizacional tienen una fuerte relación.Universidade Nove de Julho - UNINOVEFranklin, Marcos AntonioPopadiuk, Silvio2022-08-08info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfapplication/pdfhttps://periodicos.uninove.br/riae/article/view/2083610.5585/riae.v21i1.20836Revista Ibero-Americana de Estratégia; Vol 21, No 1 (2022): Continuous flow; e20836Revista Ibero-Americana de Estratégia; Vol 21, No 1 (2022): Continuous flow; e208362176-0756reponame:Revista Ibero Americana de Estratégia - RIAEinstname:Revista Ibero-Americana de Estratégia (RIAE)instacron:RIEOEIengporhttps://periodicos.uninove.br/riae/article/view/20836/9880https://periodicos.uninove.br/riae/article/view/20836/9881Copyright (c) 2022 Revista Ibero-Americana de Estratégiahttps://creativecommons.org/licenses/by-nc-sa/4.0info:eu-repo/semantics/openAccess2022-10-31T19:04:07Zoai:https://periodicos.uninove.br:article/20836Revistahttps://periodicos.uninove.br/riaePRIhttps://periodicos.uninove.br/riae/oai||bennycosta@yahoo.com.br2176-07562176-0756opendoar:2022-10-31T19:04:07Revista Ibero Americana de Estratégia - RIAE - Revista Ibero-Americana de Estratégia (RIAE)false
dc.title.none.fl_str_mv Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
Ambidestria, estrutura organizacional e tipos de inovações em institutos tecnológicos de P&D no Brasil
Ambidestreza, estructura organizativa y tipos de innovaciones en institutos tecnológicos de I Y D en Brazil
title Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
spellingShingle Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
Franklin, Marcos Antonio
Administração; Estratégia; Inovação
Research and Development; Exploration; Exploitation; Ambidexterity; Innovation Technology.
Pesquisa e Desenvolvimento; Exploration; Exploitation; Ambidestria; Inovação Tecnológica.
Investigation e Desarrolo; Exploración; Explotación; Ambidestreza; Innovación Tecnologica.
title_short Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
title_full Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
title_fullStr Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
title_full_unstemmed Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
title_sort Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil
author Franklin, Marcos Antonio
author_facet Franklin, Marcos Antonio
Popadiuk, Silvio
author_role author
author2 Popadiuk, Silvio
author2_role author
dc.contributor.none.fl_str_mv


dc.contributor.author.fl_str_mv Franklin, Marcos Antonio
Popadiuk, Silvio
dc.subject.none.fl_str_mv

dc.subject.por.fl_str_mv Administração; Estratégia; Inovação
Research and Development; Exploration; Exploitation; Ambidexterity; Innovation Technology.
Pesquisa e Desenvolvimento; Exploration; Exploitation; Ambidestria; Inovação Tecnológica.
Investigation e Desarrolo; Exploración; Explotación; Ambidestreza; Innovación Tecnologica.
topic Administração; Estratégia; Inovação
Research and Development; Exploration; Exploitation; Ambidexterity; Innovation Technology.
Pesquisa e Desenvolvimento; Exploration; Exploitation; Ambidestria; Inovação Tecnológica.
Investigation e Desarrolo; Exploración; Explotación; Ambidestreza; Innovación Tecnologica.
description Objective: This study examines how the organizational structure - mechanistic or organic - and exploration and exploration can contribute to explaining the radical and incremental innovations in research and development institutes (PD) of technology, aimed at products and services related to the Internet, software, hardware, telecommunications (Telecom), information technology (IT) and automation.Methodology: The research was carried out in two phases: Qualitative with four case studies, two cases of national institutes, one private and one public, and two multinational private institutes located in Brazil. The quantitative used a closed questionnaire applied to 17 institutions.Originality / Relevancy: A justification for the selection of TRDI based on the fact that the literature on exploration, exploitation, organizational structure, and innovation shows that the areas of PD of organizations, as well as high technology businesses, must be structured organically. Due to the need for decentralization, more fluid communications, greater autonomy, and the creation of knowledge are necessary as you flourish in turbulent and unstable environments.Main results: The results will reveal a predominance of the organic model in 19 two 21 institutes studied, using both stages. However, it seems that, despite strong guidance for the organic model, there are elements of the mechanistic model: the ability to combine bureaucracy will lose the necessary flexibility. This study reveals that when two models of organizational structures and exploration and exploitation are discussed, there is a gap between theory and application.Theoretical/methodological contributions: The study describes the analysis of the position of institutes in relation to obtaining, generating, and implementing expertise, examining how their organizational structures are configured to carry out related activities in a suitable way for exploration, exploration, and development of innovation in development. you root and increase.Social contributions / for management: In practical terms, this study is relevant because it allows managers and government institutions to establish and implement innovative policies and procedures in this type of technology center. These implications are related to decision-making processes, knowledge creation, guidance for exploration, exploration, ambidexterity, and types of innovation. Consequently, it can be presumed that the organizational structure of these orientations can be mixed. By these arguments, we understand that innovation, ambidexterity (exploration and exploitation), and organizational structure have a strong relationship.
publishDate 2022
dc.date.none.fl_str_mv 2022-08-08
dc.type.none.fl_str_mv

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dc.publisher.none.fl_str_mv Universidade Nove de Julho - UNINOVE
publisher.none.fl_str_mv Universidade Nove de Julho - UNINOVE
dc.source.none.fl_str_mv Revista Ibero-Americana de Estratégia; Vol 21, No 1 (2022): Continuous flow; e20836
Revista Ibero-Americana de Estratégia; Vol 21, No 1 (2022): Continuous flow; e20836
2176-0756
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