GANHANDO COM AS INOVAÇÕES: O PAPEL DOS ATIVOS COMPLEMENTARES
DOI:
https://doi.org/10.7769/gesec.v8i2.508Palavras-chave:
Inovação, Ativos complementares, Apropriação, RecursosResumo
Um fator de grande importância para uma organização inovadora é poder beneficiar-se dos ganhos advindos de uma inovação. Para tal é necessário determinar o papel dos ativos complementares e o acesso da organização a estes ativos. Este artigo tem como objetivo identificar em que condições a utilização dos ativos complementares foi determinante para a captura dos ganhos por meio de um estudo de caso qualitativo e descritivo de O Boticário. Demonstrou-se, primeiramente pela contextualização da empresa escolhida e posteriormente pela discussão de algumas inovações, em que situações houve sucessos ou fracassos e a razão destas ocorrências, tanto uns quanto outros determinados pelas condições em que foram empregados os ativos complementares. Este estudo contribuiu para complementar estudos sobre organizações cujo investimento em inovações é relevante e que precisam ser remuneradas por seus gastos em P&D e para protegerem-se contra imitadores.
Downloads
Referências
Abernathy, W., & Utterback, J. (1978). Patterns of Industrial Innovation. Technology Review, 80(7), 40–47.
Ahuja, G. (2000). Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study. Administrative Science Quarterly, 45(3), 425.
Alday, H., & Salles, J. (2011). Estratégia de posicionamento da marca: estudo da relação da proteção do meio ambiente com o marketing social. Revista Brasileira de Estratégia, 4(2), 181–187.
Almada, L., & Dias, M. (2010). Processo de internacionalizaçao de O Boticario. International Relations.
Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120.
Barney, J., Ketchen, D. & Wright, M. (2011). The Future of Resource-Based Theory: Revitalization or Decline? Journal of Management, 37(5), 1299–1315.
Barros, A. (2012). Marketing pessoal como estratégia de satisfaçao dos clientes: o caso de O Boticário-SE. Qualit@ S Revista Eletrônica, 13(1), 1–11.
Ceccagnoli, M. (2009). Appropriability, preemption, and firm performance. Strategic Management Journal, 30, 81–98.
Ceccagnoli, M., Graham, S., Higgins, M., & Lee, J. (2010). Productivity and the role of complementary assets in firms’ demand for technology innovations. Industrial and Corporate Change, 19(3), 839–869.
Cohen, W., & Levinthal, D. (1990). Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 118–152.
Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 1095–1121.
Dedrick, J., Kraemer, K., & Linden, G. (2009). Who profits from innovation in global value chains?: a study of the iPod and notebook PCs. Industrial and Corporate Change, 19(1), 81–116.
Eisenhardt, K. (1989). Building Theories from Case Study Research. Academy of Management Review, 14(4), 532–550.
Eisenhardt, K., & Graebner, M. (2007). Theory Building From Cases: Opportunities and Challenges. Academy of Management Journal, 50(1), 25–32.
Eisenhardt, K., & Schoonhoven, C. (1996). Resource-based View of Strategic Alliance Formation: Strategic and Social Effects in Entrepreneurial Firms. Organization Science, 7(2), 136–150.
Ferreira, M., Serra, F., & Maccari, E. (2012). When the Innovator Fails to Capture Rents From Innovation. Latin American Business Review, 13(3), 199–217.
Gil, A. (1989). Métodos e Técnicas de Pesquisa Social. São Paulo: Atlas.
Kang, J., & Afuah, A. (2010). Profiting from innovations: the role of new game strategies in the case of Lipitor of the US pharmaceutical industry. R&D Management, 40(2), 124–137.
Khauaja, D., & Toledo, G. (2012). O processo de internacionalização de empresas brasileiras: estudo com franqueadoras. InternexT-Revista Eletrônica de Negócios Internacionais Da ESPM, 6(1), 42–62.
Nakayama, R., & Teixeira, R. (2012). Esquemas interpretativos de dirigentes e fornecedores com relação a estratégias e ações de responsabilidade social: o caso da empresa O Boticário. Cadernos EBAPE.BR, 10(1), 82–107.
O’Grady, S., & Lane, H. (1996). The Psychic Distance Paradox. Journal of International Business Studies, 27(2), 309–330.
Porter, M. (1985). Competitive Advantage. New York: Free Press.
Rothaermel, F., Hitt, M., & Jobe, L. (2006). Balancing vertical integration and strategic outsourcing: effects on product portfolio, product success, and firm performance. Strategic Management Journal, 27(April), 1033–1056.
Stieglitz, N., & Heine, K. (2007). Innovations and the role of complementarities in a strategic theory of the firm. Strategic Management Journal, 28, 1–15.
Teece, D. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(February), 285–305.
Teece, D. (1988). Capturing value from technological innovation: Integration, strategic partnering, and licensing decisions. Interfaces, 18(3), 46–61.
Teece, D. (1998). Capturing value from knowledge assets. California Management Review, 40(3), 55–80.
Teece, D. (2000). Strategies for managing knowledge assets: the role of firm structure and industrial context. Long Range Planning, 33, 35–54.
Teece, D., & Pisano, G. (1994). The Dynamic Capabilities of Firms : an Introduction. Industrial and Corporate Change, 3(3), 537–556.
Tripsas, M. (1997). Unraveling the Process of Creative Destruction: Complementary Assets and Incumbent Survival in the Typesetter Industry. Strategic Management Journal, 18(S1), 119–142.
Winter, S. (2006). The logic of appropriability: From Schumpeter to Arrow to Teece. Research Policy, 35(8), 1100–1106.
Yin, R. (2001). Estudo de Caso - Planejamento e Métodos (2a ediçao.). Porto Alegre: Bookman.
Site da revista Exame: www.exame.com.br
Site da consultoria Euromonitor: www.euromonitor.com
Downloads
Publicado
Como Citar
Edição
Seção
Licença
Authors who publish with this journal agree to the following terms:
• 1. The author(s) authorize the publication of the article in the journal.
• 2. The author(s) ensure that the contribution is original and unpublished and is not being evaluated in other journal(s).
• 3. The journal is not responsible for the opinions, ideas and concepts expressed in the texts because they are the sole responsibility of the author(s).
• 4. The publishers reserve the right to make adjustments and textual adaptation to the norms of APA.
• 5. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
• 6. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access) at http://opcit.eprints.org/oacitation-biblio.html