André Moraes Santos, Cláudia Terezinha Kniess, Luc Quoniam and Emerson Antonio Maccari

Ferramentas e Bases de Dados Open Science para Pesquisa em Inovação ................................ 61

Marianne Hoeltgebaum, Tales Andreassi, Mohamed Amal, Svante Andersson and Marleen Hensbergen

Corporate Entrepreneurship and International Performance: a Cross-Country Study …....

...... 47

Patrícia Wielewicki and Rui Ferreira Roda

Contribution from different domains for creativity management in the context of innovation .. 20

Waldir Goede, Dinorá Eliete Floriani, Ademir Furtado

Family influence on internationalization: an analysis of risk acceptance .................................... 8

Articles

Mohamed Amal ............................................................................................................................. 6

Editorial

me 22, Number 1, January, 2017

VoluContents

countries. The topic of innovation and

strategic organization in emerging The Editor

innovation and competitiveness and

researches on two specific topics: EDITORIAL STRUCTURE

contributions to the debate about

Journal looks and reviews for knowledge on business management.

studies on Emerging Countries. The academic community in related fields of

Management Organization, to promote Negócios is the Brazilian international

under the perspective of Strategic The target audience of Revista de

intellectual and academic platform,

Revista de Negócios aims to create an TARGET AUDIENCE

SCOPE AND FOCUS from emerging countries.

understand the role of organizations

market. innovative approaches on how to

from emerging countries in a globalized methodological perspectives and

understand the role of organizations Negócios is open to different

and innovative approach on how to and case studies. The Revista de

different methodological perspectives theoretical essays, empirical studies,

defines its constituents to include working on such topics to submit

interdisciplinary journal that broadly It is welcome scholars particularly

countries. Revista de Negócios is an strategic management of organizations.

conceived with studies on emerging innovations and competitiveness and

on any substantive topic that is advance of theories related to

critique, exchanges and retrospectives economies may contribute to the

views, mainly quantitative research, empirical studies on emerging

publishing theoretical models and re-contributions of how theoretical and

learning and education. It does it by countries. It intends to promote specific

knowledge and practice of management strategic management in developed

Revista de Negócios advances the with experiences and theories on

emerging countries and in comparison

MISSION differences and similarities among

seeking for the understanding of the

Department: PPGAD/FURB - D102. articles with critical perspectives

Blumenau - SC, 89012-900. editorial policy is based on promoting

Antônio da Veiga, 140 - Victor Konder, market, and marketing approach. The

Regional de Blumenau-FURB, Rua competitive strategies in international

POSTMASTER: Universidade external context, supply chain,

level looking mainly but not only to

furb.br/rn. companies can or should act at strategic

July and October on the website organizations, more specifically on how

published quarterly in January, April, researches on strategic management of

Administration. Revista de Negócios is second topic covers studies and

graduate programme in Business entrepreneurship and performance. The

Regional de Blumenau—FURB, post-particularly focusing on innovations,

Brazil, in the campus of Uni-versidade can sustain their competitiveness,

Blumenau, state of Santa Catarina, researches related to how organizations

Revista de Negócios is located in competitiveness covers all studies and

PRESENTATION

Regional University of Blumenau - Udo Schroeder

FURB Language Center

Prof. Marta Helena Caetano, MA. reitoria@furb.br

English Language Editor Blumenau - FURB

Rector of Regional University of

rn@furb.br João Natel Pollonio Machado, Prof, Dr.

FURB

Regional University of Blumenau – University of Blumenau - FURB.

and Business Administration the academic community of Regional

Postgraduate Program of Accounting The Institutional Board is consisted by

Cinara Gambirage, Msc.

Communication Editor Institutional Board

marianne@furb.br tales.andreassi@fgv.br

FURB Getúlio Vargas Institution SP –

FGV

Regional University of Blumenau - Administration

Administration Postgraduate Program of Business

Postgraduate Program of Business Tales Andreassi, Dr.

pol.

Marianne Hoeltgebaum, Prof. Dr. rer. Minnessotazahra004@umn.edu

Coeditor University of

Carlson School of management -

amal@furb.br entrepreneurship department

FURB Strategic Management and

Regional University of Blumenau - Shaker A. Zahra, Prof, Dr.

Administration

Postgraduate Program of Business amal@furb.br

Mohamed Amal, Prof. Dr. rer. pol. FURB

Editor Regional University of Blumenau -

Administration

Executive Board Postgraduate Program of Business

Mohamed Amal, Dr.

EDITORIAL COMPOSAL BOARD

luciana.lazzeretti@unifi.it

marianne@furb.br University of Firenze

FURB Department of Management

Regional University of Blumenau - Luciana Lazzeretti, Prof, Dr.

Administration

Postgraduate Program of Business Academic Board

pol.

Marianne Hoeltgebaum, Prof. Dr. rer. mcardoso@furb.br

FURB

The Coeditor Regional University of Blumenau -

Cardoso da Veiga

amal@furb.br University Library Prof. Martin

FURB Marcos Rogério Cardoso,

Regional University of Blumenau - System Suport

Administration

Postgraduate Program of Business mhelena@furb.br

Mohamed Amal, Prof. Dr. rer. pol. FURB

Periodicals Support

Gelci Rostirolla, Ms.

1996 - 1997 Denise Del Prá Netto

furbbc@furb.br Riscarolli

FURB Prá Netto and Valeria

Regional University of Blumenau - 1998 - 1999 Gérson Tontini, Denise Del

Martin Cardoso da Veiga 2000 - 2001 Emerson Maccari

Director of University Library Prof.

Darlan Jevaer Schmitt, Ms. and Paloma Zimmer

Riscarolli, Luciano Rosa

holiveira@furb.br 2002 - 2003 Emerson Maccari. Valeria

FURB 2004 - 2005 Gerson Tontini

Regional University of Blumenau –

2006 - 2007 Mohamed Amal

Department 2008 - 2009 Denise del Prá Netto

Head of Business Administration

2010 - 2011 Leomar dos Santos

Dr.

Ciel Antunes de Oliveira Filho, Prof, 2012 - 2013 Edson Roberto Scharf

Marianne Hoeltgebaum

lleomar@furb.br 2014 - 2015 Edson Roberto Scharf and

FURB 2014 - 2016 Marianne Hoeltgebaum

Regional University of Blumenau -

Program of Business Administration Past Editors

Coordinator of the Postgraduate

Gérson Tontini, Prof., Dr.

ccm@furb.br

ccsa@furb.br FURB

FURB Regional University of Blumenau -

Regional University of Blumenau - - FURB

Director of Applied Social Sciences Head of Marketing and Communication

Valter Augusto Krauss, Prof. Márcia Regina Bronnemann, Prof.

propex@furb.br cri@furb.br

FURB FURB

Regional University of Blumenau - Regional University of Blumenau -

and Culture - PROPEX FURB

Dean of Postgraduate Studies, Research Head of International Relations Office -

Alexander Christian Vibrans, Prof. Dr. David Colin Morton Bilsland, Prof.

reitoria@furb.br gel@furb.br

Blumenau - FURB FURB

Vice - Rector of Regional University of Regional University of Blumenau -

and internationally.

this research allow us to study different relations and aspects of innovation, both nationally

demonstrated that the data resources, frameworks and artifacts identified and developed in

framework was proposed for the extraction and analysis of information. It has been

chosen to illustrate the possibilities of analysis. Based on the artifacts and databases, a

Groups; (b) International patent base Espacenet. The quintuple helix innovation model was

two public databases were selected: (a) National Database of the Directory of Research

information in public databases, useful for the study of innovation. As an application context,

Emerson Antonio Maccari, aims to propose a set of tools for the retrieval and analysis of

Inovação, authored by André Moraes Santos, Cláudia Terezinha Kniess, Luc Quoniam and

The fourth article Ferramentas e Bases de Dados Open Science para Pesquisa em

International Performance, particularly in the context of an emerging economy.

innovation, self-renewal, proactiveness, and risk taking) when examining their influence on

behavior, new business ventures, competitive aggressiveness, product/service and process

IP. They show that it is meaningful to separate the different dimensions of CE (innovative

The results show that country matters for the perception of the relationship between CE and

dimensions of CE influence IP and (2) To what extent the context of host country matters?.

specifically, it aims at addressing two main research questions: (1) How do different

connections between Corporate Entrepreneurship-CE and International Performance-IP. More

Amal, Svante Andersson and Marleen Hensbergen, has the purpose to examine the theoretical

Cross-Country Study, authored by Marianne Hoeltgebaum, Tales Andreassi, Mohamed

The third article Corporate Entrepreneurship and International Performance: a

in different domains in the context of innovation.

point for the conception of a more robust theoretical body for the study of creative processes

that are seeking for new creativity management models for innovation, as well as a starting

study contributes to the literature by providing a general framework that may supports firms

in the context of innovation, each one referring to a given domain analyzed. Furthermore, the

and Art. The study suggests the existence of three integrated models of creativity management

innovation by analyzing it under the point of view of three domains: Design, Haute Cuisine

Roda, aims at contributing originally for clarifying the relation between creativity and

management in the context of innovation, authored by Patrícia Wielewicki and Rui Ferreira

The second article Contribution from different domains for creativity

phases, through incremental learning and via the establishment of networks.

that internationalization occurs in an unplanned, opportunistic manner, following sequential

The findings corroborate the characteristics proposed by the Uppsala School, which claims

commitment and influence of family on the FB internationalization regarding risk acceptance.

contribute to the literature on family business (FBs), particularly from the perspective of

acceptance, authored by Waldir Goede, Dinorá Eliete Floriani, Ademir Furtado Filho, aims to

The first article Family influence on internationalization: an analysis of risk

entrepreneurial management from the perspective of emerging economies.

attempted to make theoretical and empirical contributions in the field of strategy and

innovation. In line with our editorial policy, we attempted to publish contributions that

topics related to International Business and Entrepreneurship, as well on creativity and

In this current issue, we organized four articles that make significant contributions in

Editorial Letter

Editor

Mohamed Amal

contribute with our Journal in future issues on business strategies and emerging economies.

To our readers, we hope you will enjoy reading the articles, and expect you to

continue to count on your contributions to our Journal in future issues.

reviewers that helped us to achieve this current issue. We thank you and hope we can

Before concluding this Editorial, as always, we want to express our gratitude to all

Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

.

senso de familiness é mais forte reduzindo o investimento internacional.

como pelo estabelecimento de networks o que reduz a percepção do risco, porém o

corroboram a Escola Nórdica de Uppsala pela aprendizagem incremental, bem

crescimento enquanto protegido pelo acordo de multifibras. Os achados

que o apego pelo negócio da família propicia uma contundente busca pelo

familiar. Contudo, a participação familiar impulsiona a aceitação de risco, uma vez

origem europeia e teve a particularidade de ser iniciado por um membro não

internacionalização pela pró-atividade de seus fundadores, ascendente pela sua

Verifica-se que o comprometimento da família influencia o processo de

e os dados secundários foram provenientes de fonte documental e científica.

dados primários foram coletados por meio de entrevistas pessoais semiestruturadas;

Network. baseado em entrevistas em profundidade, Storytelling e dados secundários. Os

Familiness; pesquisa qualitativa apoia-se na técnica do estudo de caso único longitudinal,

Internacionalização; internacionalização de uma EF, sobretudo no que tange a aceitação de risco. A

Aceitação de risco, (EFs), especificamente sob o aspecto do comprometimento da família na

Empresas familiares; O artigo tem como objetivo contribuir com a literatura de empresas familiares

PALAVRAS-CHAVE RESUMO

networks.

sequential phases, through incremental learning and via the establishment of

internationalization occurs in an unplanned, opportunistic manner, following

characteristics proposed by the Uppsala School, which claims that

the family business creates an eagerness for growth. The findings corroborate the

Double blind review

However, family participation encourages risk acceptance, since the attachment to

ISSN 1980-4431

because in this company studied the process was initiated by a non-family member.

process due to the proactivity of its European descendant founders, and particularly

Accepted 29.11.2017

seen that family commitment and ownership influenced the internationalization

Revised 25.10.2017

Received 03.09.2017 secondary data were obtained using documental and scientific sources. It could be

chairman, commercial director, European director and export manager; and

structured personal interviews with the c

ompany’s board chairman and vice-

storytelling and secondary data. Primary data were collected through semi-Networking.

Familiness; involved the use of a single longitudinal case study, based on in-depth interviews,

Internationalization; internationalization regarding risk acceptance. Qualitative in nature, the study

Risk acceptance, from the perspective of commitment and influence of family on the FB

Family business; This article aims to contribute to the literature on family business (FBs), particularly

KEYWORDS ABSTRACT

³ Universidade do Vale do Itajaí (UNIVALI) - ademir.furtadof@gmail.com

² Universidade do Vale do Itajaí (UNIVALI) - dinora@univali.br

¹ Universidade do Vale do Itajaí (UNIVALI) - dwgoede@yahoo.com.br

Waldir Goede¹, Dinorá Eliete Floriani², Ademir Furtado³

analysis of risk acceptance

Family influence on internationalization: an

8 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

involvement in FBs. such as the long-term vision and care in decision-

risk acceptance process and consequent family that positive factors influence internationalization,

Brazil, as well as by providing a clearer view of the of the economy. Kontinen and Ojala (2010) state

justified by the importance of research on FBs in importance of these enterprises for the movement

The theoretical relevance of the study is number of organizations, which reinforces the

the property and its management. reveal that family nuclei control a significant

management, and the family has great influence on Ojala, 2010; Sharma et al., 2012). The authors also

the majority of the capital and, therefore, defines its growth in terms of scientific production (Kontinen;

Mandl (2008) mentions that, in a FB, a family owns gaining momentum and showing remarkable

emerging field of study. However, the definition of Research on FBs has been advancing,

FB, which corroborates the claim that the area is an comes to internationalization decisions.

There is no consensus on the definition of involvement of the family is the difference when it

emerging countries (Ramamurti, 2009). 2016). For Pukall and Calabrò, (2013) the

known about the internationalization of FBs in level of the internationalization process (Hamilton,

companies from developed countries, and little is which family integration directly influences the

2003). In addition, current studies focus on an incremental and dynamic learning process in

an undeveloped area of research (Chua et al., Internationalization of FBs can be defined as

(Schulze and Gedajlovic, 2010), although it is still

have been an emerging focus around the world 2 The Internationalization Process of Businesses

Studies of FBs are well timed, since they

their decisions. businesses.

competitiveness and the level of risk acceptance in affect the internationalization process of

(2017), which has exponentially increased market main features of the FB Karsten and the factors that

the end of the WTO Multifibre Arrangement from institutional material and statements with the

faced by these companies are huge, especially after and storytelling, as well as secondary data collected

2012; Etemad, 2013). However, the difficulties study, using semi-structured in-depth interviews

internationalization (Kontinen; Ojala, 2010; Lin, based on the technique of a single longitudinal case

increasingly competitive market is through A qualitative research method was used,

For many FBs, the only way to survive in an international operations in the 1970s to the 2000s.

January to April 2017. in the textile industry, from the beginning of its

approximately USD 60 million in the period from internationalization process of a large Brazilian FB

national leader in textile exports, totaling family commitment and family influence affect the

(2017) ranks the state of Santa Catarina as the of FBs, with the main objective of identifying how

companies start as a FB (SINTEX, 2017). SINTEX broaden the knowledge about internationalization

this number is even higher, 91% of Brazilian textile This article, then, aims to contribute to and

the textile industry, which is the focus of this study, risks.

80% of businesses (SEBRAE, 2017), and, within the WTO Multifibre Arrangement made it take new

In the Brazilian context, however, FBs total an internationalization process in which the end of

GDP (FDC, 2017). studied is not exclusively familiar, as it underwent

the jobs in the country and account for 62% of the this study, keeping in mind that the company

(PWC, 2014). These companies generate 60% of non-family firms (Zahra, 2005). This fact justifies

last 12 months, compared to 65% in the world acceptance level in FBs is different from that of

Brazil, 79% of the FBs have shown growth over the Thus, it is important to stress that the risk

world (European Family Businesses, 2012). In family businesses.

from around 70% to 95% of all businesses in the the area of international business, especially in

significantly to global economy, they make up decision-making and for professionals who work in

the world (Hostettler, 2017). Besides contributing involved. This study might be a useful tool for

most common form of starting a company all over their business. It is also significant for the family

Family businesses (FBs) are considered the an opportunity for business owners to reflect on

significance of this study is that its results serve as

1 Introduction From the practical point of view, the

9 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

language, cultural differences (Johanson & Vahlne, with the risk of bankruptcy.

as level of development of the host country, show and mention such conservatism when faced

factors that interfere in the information flow, such that it is possible to expect family businesses to

of psychic distance, which is considered the sum of (2016) concludes. In addition, the author mentions

expansion of the Uppsala model lies in the notion activities and high retention of power, as Revilla

(Coviello, 2006). The deepening and central demonstrated by the high difficulty in delegating

faced when operating outside their home market varies in all attitudes, a fact commonly

information and increase in the level of uncertainty The conservative attitude towards risk in FBs

of the investment, difficulty in obtaining Pichardo (2017).

limited knowledge about the country of destination companies, were confirmed by Medina and

the difficulties faced by companies due to their firms. His findings, based on data collected in

internationalization is gradual and is the result of less likely to internationalize than non-family

In the Uppsala Model, the process of Revilla (2016) notes that FBs are slower and

production plant. business" (Revilla, 2016).

activities to the production abroad, through a business longevity, many times called the "family

four distinct phases, from non-regular export emotional aspects, leading to the prioritization of

indicates that internationalization occurs through point to the fact that FBs contain intrinsic

(1975) is known as the Uppsala Model and more slowly than non-family firms, and studies

proposed by Johanson and Wiedersheim-Paul reason why FBs tend to internationalize later and

internationalize their activities. The model Lack of resources has been seen to be the

explaining the process by which companies may limit this commitment.

(Sweden), who were initially interested in commitment, although self-financing problems

researchers from the University of Uppsala modes of entry with a greater international

comes from the model developed by a group of managers in the FB is positively related to the

perspective of the Uppsala model. This perspective in the long-term view, the presence of non-family

Zellweger (2010) focuses on the behavioral Claver, Rienda and Quer (2009) showed that,

advantage (Zellweger et al., 2010). The study by gradual or direct more advanced way.

the firm and are source of long-term competitive way, that FBs become internationalized in a

of the presence of the family in the management of identified, in a different and often controversial

familiness, a set of own resources that are the result internationalization process of FBs, studies have

Habbershon and Williams (1999) are called the base of the study, in relation to the

These singular characteristics of FBs, Although the behavioral approach serves as

places of relatives and so on successively. the behavioral approach is the base for this study.

succession process, second generation assumes the internationalization scenario (Cyrino et al., 2010),

occupied by the members of the family; and c) explain the challenges faced by FBs in the

family, whose top places of the company are psychological and competitive aspects, which help

the company, management influenced by the thought and since it incorporates cultural,

controls the majority of capital; b) management of Due to its precursor nature along this line of

business in the hands of a family that owns or pace of the internationalization process.

three main strands: a) ownership, control of distance, became the main cause of uncertainty and

accepted is also the concept of FBs that includes presence in relevant networks, rather than psychic

Leone (2005) notes that internationally theory, and the concept of Outsidership, or the non-

organization. 1988). Johanson & Vahlne (2009) updated the

professionally but also emotionally involved in the part of a business network (Johanson & Mattson,

resources, considering that they are not only of the internationalization process when they are

family members behave as good managers of their Network Theory states that firms can skip phases

involvement support internationalization, the way Theory, an evolution of the Uppsala model. The

markets, and that family ownership and the theoretical field, with emphasis on the Network

targeting of international alliances and foreign perspectives emerged as a way to fill in the gaps in

involvement is positively related to the FB particularly from the 1980s onwards, new

and Hamilton (2016) argue that family With the evolution of the global context,

making by the family. In addition, Zahra (2005) 1977).

10 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

considered one of the first Brazilian exporting

João Karsten Founder’s Son 2nd generation

largest firms in the linen industry in Brazil, being Karsten 1918)

years of operation, the company is one of the Johann Founder (1839-1st generation

justified due to its trajectory. With more than 135 Name Family Generations

The relevance of the company chosen is Family History

eration,

founder’s great-grandson)

internationalization process (Weick, 1973). Odebrecht gen

experienced by the precursors of the Carlos Vice-Chairman of Board (4th

Neto

secondary data to identify the experiences João Karsten Chairman of Board (4th generation)

narration by subjects and gathering of supporting Board of Directors

sten’s Family Members and Family History

type. Storytelling strategy was also used, including Table 2. Kar

(Creswell, 2010), of exploratory and descriptive

(Yin, 2010). The approach is qualitative in nature company.

the phenomenon as a whole and its complexity been involved in decision-making processes of the

time (Pettigrew, 1990), giving an understanding of of participation of the family, which has always

to better capture the dynamics of the company over considering the presence of commitment and level

singular case study, with a longitudinal standpoint history of Karsten, important points in this study,

Research focus and procedures involved a Table 2 presents family members and family

3 Method Source: Survey data.

Schwarzien

Wilhelm European Director

2010; Revilla, 2016). KARSTENINT

Rienda; Quer, 2008; Abdellatif; Amann; Jaussaud, José De Pin Export Manager

KARSTENEXP

of a family business (Graves; 2006, Claver; Neto Director

position in the firm as the defining characteristics Alwin Rauh Commercial KARSTENDIR 04:45m

at least one family member in a management Odebrecht Board. KARSTENVICE

ownership in combination with the requirement of Carlos Vice-Chairman of

KARSTENPRES

Most studies use a minimum percentage of Neto Board

2008). João Karsten Chairman of

(Approx.)

actions and decision-making processes (Mandl, Interviewees Position Position Time

Name of Abreviattion of

an automatic and constant evaluation of managers' Total

interviews at Karsten

the family over several generations and this implies Table 1. List of interviewees, their position and duration of

ownership is an ownership built and developed by

to the community (Graves; Thomas, 2006). FB duration of interviews.

of personal commitment to the enterprise as well as list of people interviewed, their position and

capital, but also people, products, responsibilities and 4h45m of recorded audio. Table 1 presents the

does not only encompass social and cultural of internationalization in Europe, totaling 5 people

appeal. Family owners are aware that ownership of the company in Germany, who began the process

it involves a strong "personal" or "sentimental" international process, and with the former Director

FB ownership has a special meaning because Director, the Export Manager, who started the

shares is greater (Hamilton, 2016; Revilla, 2016). and Vice-Chairman of the Board, the Commercial

corroborate, especially when family ownership of transcribed. Interviews were with the Chairman

businesses, as Medina and Pichardo (2017) headquarters in Blumenau (SC), and then

main blockers or barriers for a FB to develop new recorded in the first half of 2015, at Karsten's

with greater speed. Risk appears to be one of the structured interviews (Yin, 2010), which were

aversion and the international process advances Primary data were collected through semi-

when the family has fewer shares, there is less risk for the discussions and analysis of primary data.

process exponentially time-consuming; however, the interviews, as well as providing additional data

of the business, making the internationalization resulting in a detailed data analysis for preparing

smaller and the family does not want to lose control institutional material, balance sheets and websites,

greater risk aversion, the geographic scope is Secondary data were collected on

family controls the majority of shares, there is countries.

Hamilton (2016) mentions that when the companies, currently present in more than 20

11 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

external revenue fell by 47%.

Karsten S.A.: the case United States. Between 2007 and 2009, gross

3.1 Internationalization Process of the Company its sales subsidiaries in Europe and, in 2008, in the

foreign market. In that year, it ended operations of

Source: Elaborated by authors (2017). experiencing a decrease in revenues from the

Since 2007, the company has been

increase safety 2016 markets

consequently Revilla, unexplored businesses US and the European Union.

reduce risk and 2016 targeting invested in new

Risk Acceptance variables that Hamilton, % of business market considerable market share in its largest markets, the

basis of 2010 in the foreign

made on the and Ojala, expansion % of turnover increased competition, Karsten consequently lost

Decisions are Kontinen targeting

% of capital

highly competitive in the textile sector. With

company.

2016 currently in the no). openness in certain markets, even though they were

Hamilton, generations Holding (yes or

management. al. 2005; No. of family such as China and India, which did not have

board, daily Chrisman et. generations;

Commitment to the company, 2005; Directors; No. of The end of this agreement favored countries

Family and committed Acedo, Board of

family is active Casillas and members on the Directors; (Seyoum, 2007; WTO, 2017).

When the al., 2002; No. of family in the Board of

Astrachan et company and barriers and their total extinction by January 2005

1999; in management; members in the

Chua et al., family members No. of free market, with gradual reduction of trade

No. of active

the shares. 2005; provided for a transition period (1995 to 2004) to a

the majority of 2005; Leone family.

Family Ownership owner, owning Acedo, by the owner % shares the World Trade Organization. The agreement

family is the Casillas and % of shares held

When the al., 1997; Clothing (ATC), which has been incorporated into

Gersick et

country. countries). replaced by the Agreement on Textiles and

its home (No. of

business outside 1994; External Scope In 1995, the Multifibre Arrangement was

Sullivan, market.

Internationalization company has 1977; of export share); the foreign restrictions.

to which a

tion is the extent Vahlne total revenue,% % of sales in

internationalizaJohanson & (external sales in privileged tariffs rather than quantitative

The level of expansion

Depth of rules went against the GATT system, which

Process Definition Measurement

injury to the domestic industry. However, these

Internationalization Conceptual Author Indicators Scale of

Analyzed Characteristics increase of such imports represented a serious

Table 3. Conceptual and Operational Definitions of the imports were limited in countries where the rapid

This agreement established quotas by which

measurement for each of the points listed. governed by the Multi-Fiber Arrangement (MFA).

authors, definitions and indicators, and the scale of on Trades and Tariffs) in 1994, trade in textiles was

commitment and risk acceptance, as well as the Uruguay Round of GATT (General Agreement

internationalization, family ownership, international trade rules. From 1974 to the end of

operational definitions for this study, considering early 2000s, textile companies faced changes in the

Table 3 brings the central conceptual and of three sales subsidiaries abroad. However, in the

1990s marked the peak of exports with the opening

Source: Survey data. operations with exports to South Africa, and the

Board brand. The 1970s marked the beginning of

Gil Karsten Member of the 5th generation

Gunar’s Son, seeking innovation as a competitive feature of its

In 1940, the company began to import looms

Neto grandson)

s Son (founder

’s great-(KARSTENEXP).

João Karsten Ralf’

4th generation top and to become internationally recognized”

Odebrecht (João’s Daughter) grandson) singularity that enabled the company to be at the

(founder

’s great-

Carlos Edeltraud’s Son

4th generation technologies and partnerships, and this was a

grandson) international fairs to searching for new

Gunar Karsten 1997) (founder

s great-international visits and participating in

Walter’s Son (1945-’

4th generation present in everything, from accompanying

grandson) forefront of business and this commitment has been

Ralf Karsten 2014) (founder

’s

home textiles. "The family has always been at the

João’s Son (1927-3rd generation

operation for more than 135 years, manufacturing

Karsten grandson) It is located in Blumenau (SC), has been in

ounder

’s

Walter 1989) (f

João’s Son (1917-3rd generation in 1882, by the German immigrant Johann Karsten.

(1887-1976) The company KARSTEN S/A was founded

12 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

companies to export. The Brazilian authorities implemented an

Larger import quotas were authorized for Brazil, motivating

for free trade and tariff reduction) for imports from Brazil. in the negotiations and was supported by the Karsten family.

authorities authorized the WTO arrangement (WTO agreement A highly qualified team in international sales made the difference

established. At the beginning of this same decade, German exporter in these areas were not easy to achieve "(KARSTENINT).

to Europe stores were visited to strengthen partnerships already have been achieved in this business. The profits expected by the

Start of exports Heimtextil fair, the largest customers, catalogs and department products, better prices were achieved, which otherwise would not

1975: Europe's first orders came in, and following the visit to the Karsten among the most successful exporters. With innovative

Frankfurt, Germany. rapid renewal of production plant was right and, besides, it placed

Trade Fair for Home and Contract Textiles HEIMTEXTIL in Walt Disney products. "The decision about taking the risks of the

developed and sales began in January 1975 at the International special position among the usual import suppliers with its exclusive

Director, a small collection of tablecloths (niche market) was according to the European Director, Karsten achieved in Europe a

(KARSTENEUR). Also in 1974, according to the European presence and the name Karsten in its markets abroad. Also,

was taken by all those responsible for the operation" Germany, in the city of Düsseldorf (1998), to promote a stronger

family to start the export business was correct and the decision (1996); next in Argentina, in Buenos Aires (1997); and in

Director, "[...] the decision and involvement of the Karsten three subsidiaries, the first in the United States, in New York

forming a relationship of trust. According to the European is marked as the most international phase. The company opened

ability to conduct the meetings in German, were important in offering a range of designs and sizes (Karsten, 2006). This decade

setting up a drawing studio, its self-sufficient production and its largest manufacturers of Christmas tablecloths in the world,

good impression made by the company due to its creativity in products exported, 27% were from Karsten. It was also one of the

Karsten family began, resulting in the S&R partnership. The with 70% of total and towels with 23% of total. Of the total linen

Schwarzien) to Brazil and to Blumenau, the talks with the turnover. Karsten was the leader of Brazilian exports of tablecloths

1974 In 1974, during the first trip of the European Director (Wilhelm than 45 countries and the export volumes reached of 50 to 60% of

internationalization process. The company was exporting to more

company reach the foreign market with innovative products.

The 1990s marked the peak of exports and of the

machinery that enabled a great differential and made the

family invested in state-of-the-art technology, importing 1990s Export Sales Peak and Opening of Sales Subsidiaries Abroad

developed the technical area, also returned from Europe. The theory of evolution already" (KARSTENVICE).

Carlos Odebrecht (4th generation, son of Edeltraud), who market and does not have flexibility, does not survive, it is Darwin's

seeking trade agreements. The great-grandson of the founder, "Today it is different, the company that is not able to adapt to the

department, taking care of marketing, product development and to-date technological expertise and qualified people in all areas.

returns from his studies in Switzerland, began to lead the export of business, applying its own capital to maintain the plant with up-

capital intensive and that the family has always been at the forefront

1972/1973 Gunar Karsten (4th generation, son of Walter, CEO), who

Chairman emphasizes that the investment of a textile industry is

commercial representative of a few Brazilian companies. colors, and it had a modern CAD/CAM department. The Vice-

companies at Expo Brasil (Brussels and Berlin), becoming the company was also well informed about new trends in patterns and

Resch GMBH (S&R), made the first contacts with Brazilian constant exchange with the world's leading workshops, the

purchasing agent from Germany and Austria, Süllwold and production of 1,250.00 linear meters (2,000.00 units). Through

stamping machine, new processing machines. It reached a monthly

reduced tariffs also for imports from Brazil. The international

invested in modern air-jet looms, one flat and one cylinder-

the German authorities authorized the trade agreement and 1982). countries, buyers of 40% of its production (Karsten, 1982). It

capital. According to the European Director, in the early 1970s (1882-States, Australia, New Zealand and South America, totaling 25

the Canadian market. In that same year the company opened its history served the European Common Market, Scandinavia, the United

exclusive products (curtains). Soon after, businesses started in 100 years of the first place in the Brazilian exports of textiles for tablecloths. It

operation took place with orders totaling US$ 1 million for 1982: It was the exclusive owner of the Walt Disney license, occupying

international clients and fairs to expand this phase.

internationalization”

(KARSTENEXP). The first export New teams of Traders were hired and trained to support sales, visit

African importers, starting the first phase of beach towels, meaning a new technological breakthrough.

established contact networks. Karsten was then visited by portfolio of products, fluffy towels (bath and face) and, soon after,

at the time already internationalized and had already with Paraguay. Karsten imported new Swiss looms to start a new

a result of contacts with a firm in Blumenau, Artex, which was 1980 Latin American countries first sales, to Venezuela, Chile and

the first export took place in the 1970s, bounded to South Africa, 1980s The centennial marked a new era of expansion.

enter the export market, according to the Export Manager: "[...]

South Africa. Karsten was one of the first textile companies in the region to exports of textile products.

1st exports to Importers from South Africa during a visit to Blumenau (SC).

1971: The Export Manager (José De Pin) contacts Buyers and countries and the company ranked first place in

1970s Beginning of Foreign Market Operations marked the beginning of sales to Mercosur

Process

In the 80's, the centenary of the company

nternational Evolution of Internationalization (timeline in decades)

TableI 4. Evolution of Internationalization

Source: Elaborated by authors (2017).

trajectory. introduced the Export Department.

base. Karsten created the new management structure and

understanding of the company's international pace of expansion, hiring agents and expanding the customer

secondary sources, structured to provide an England, Norway, Sweden, and Switzerland, continuing a strong

1976-1980 New markets were added, Austria, Denmark, Finland, Holland,

the 1970s to 2016, based on interviews and Kmart" (KARSTENEXP).

internationalization process and the timeline from US$ 1.8 million for one of the largest American customers,

business with sales of beach towels and towels and mats worth

Table 4 lists the evolution of Karsten's sponsored by the Brazilian government, we expanded the

of the company was bought by the Dudalina family. in the United States, Brazil Export (in NY, Miami, Los Angeles),

Industry National Fair (FENIT) in São Paulo. In 1981, in a fair

split the company's shares with another family. Part contacts were made with international clients visiting the Textile

financial restructuring and the family decided to England, Norway, Sweden, Denmark, Finland and several

export. New markets were added, Holland, Switzerland,

income public. In 2015, the company underwent a the

production of towels and mats exclusively destined for

company Trussardi, driving its focus to higher 1976 The Export Manager recalled that "[...] in 1976, Karsten started

In 2010, the company acquired the Brazilian increasingly faster pace and expansion.

export aid program (tax credits) and business evolved in an

13 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

of excellence in the 90's. Karsten was already a big

good pair that worked and took the company to a level addition to those listed in the narrative above. In the

and was very fond of innovation. Together they made a

grandson of the founder), in turn, had a technical vision Two major events must be considered in

home textile products. Carlos Odebrecht (great-

to the point of being the largest Brazilian exporter of

ways to follow, led the company to its great uniqueness, development standard, noticeable even in the domestic market.

had a clear vision of the external market and which making partnerships has brought competitiveness and a superior

studies in Europe, Gunar Karsten (Walter's son), who in the DNA of the family. Acquiring new technologies and

generation, who had both recently returned from their and long-term vision of investing in the foreign market has been

entrepreneurs of the family, the two directors of the 4th Board. During the interviews, it was clear that the entrepreneurial

the speech of the Commercial Director: "... two generation), the family has been present in the management and

has led to extraordinary success" (KARSTENINT). In from the foundation in 1882 to the present (2014 - 4th

employees, mutual understanding of the needs of others on Bovespa" (KARSTENPRES). Throughout all generations,

partnership relation with family owners and key remaining shares are in the market, since the company is listed

Karsten has played by far a positive, superior role. The Karsten family remains with 50% of the capital, and the

international connections with producer companies, partner of Dudalina, with an investment of R$ 40 million. The

continuous business. My opinion is that, in all capital was sold to the AMAR group, created by the former

which culminated in a sustainable, exclusive and Holding According to the President: "[...] in October 2014, 25% of its

cooperation with partners in Europe and in the USA, Family dividend-sharing, organizing the family holding company.

trade was that of the Karsten family, seeking 2014 Karsten opened its capital in 1971 and has maintains a policy of

part for the success in the structure of international MERCOSUR, the US and the EU.

involvement in the business, stressed: "An essential percentage is around 5/10%, basically exporting to

The European Director, commenting on the family 46%, in 2006 to 38%, and in 2007, 5%. Currently (2014), this

market. In 2005, however, the percentage of foreign sales fell to

44% 64% 70% 66% 57% 53% 51% 55% 44% 49% 48%

than half of the company's revenues came from the foreign

41.8 43.1 48.5 58.3 51.5 59.8 55.7 55.2 45.9 43.5 44.5

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 increase in the physical volume of production. Until 2004, more

1,000 FOB). exportação due to the devaluation of the Real against the US dollar and the

Turnover at that time reached historical records (US$ Turnover were still US$44,734,000, in 2002 it reached US$ 45,634,000

million in 1990 to the peak of $59 million in 1995. 2001-2007 In a retrospective of Karsten's foreign sales, while 2001 sales

representative export indices, varying from US$ 41 guiding the general policies and guidelines of the company.

percentages: the data below prove the high controlling family become members of the board of directors,

volumes in US$, as well as the export coefficient in professionalization process ends, and the members of the

Exports (volume) relevance took place in the 1990s. Below, see export remained in charge until September 2006, when the

1990-2000: Thus, the internationalization process phase of utmost 2005/6 The two directors (Carlos Odebrecht and João Karsten Neto)

Krefeld (NRW) between 2002-2006. (KARSTENPRES).

Karsten Europa GmbH, transferred from Düsseldorf to

Internationalization, later becoming the Manager of which hampers our international competition"

Germany to continue the process in this new phase of Even these countries currently also use all the new technologies,

Brazil (Waldir Goede) was expatriated in 1998 to products from China, India, Pakistan, the reality is different.

Europe (especially Germany). The Export Manager of Brazil among other barriers, plus the entry of competitive

more than 40 countries, mainly to the United States and government, unfavorable exchange rates, the so-called cost

export-driven and Karsten products were exported to

same decade, more than 50% of the production were technologies, but today, with the lack of long-term vision of the

United States (1996) and Argentina (1997). In this which has sustained the company in the forefront of trends and

previously with the opening of the Subsidiaries in the "Karsten's internationalization brought to it a worldwide vision,

others. This experiential process had already been tried global players that hold 90% of the North-American market.

(Disney, Warner Bros., F-1, Towels Marina K.) among all textile firms went bankrupt, and today there are only nine

for the distribution of exclusive licensed products Board (John Karsten Neto), in the US (North/ South Carolina),

Karsten Europe had a warehouse in Bremen, Germany,

present in this market to serve the European Union. US and the European Union. According to the Chairman of the

progressively losing market share in its two largest markets, the

Europe GmbH proximity, language and the distribution logistics 2000-2006 As a result, prices were no longer competitive, with Karsten

Another reason for choosing Germany was the cultural

Opening of Karsten (Düsseldorf-Germany) to be closer to its market.

Karsten decided to establish a Subsidiary in Europe

1998competitive and sales automatically fall.

established in Dusseldorf, Germany. From 2000 on, prices are no longer

Karsten, when the European subsidiary was

The year of 1998 marked another big step for international business, remained.

involvement of the family, seeking to perpetuate the

the pace of internationalization changed, however, the

share in Europe at this phase. It was also notorious that

Neto (Vice President, 4th generation) taking office. Brazilian competitors, progressively losing its market

Carlos Odebrecht (President, 4th generation) and Mr. João Karsten European market, remained active longer than other

Mr. Ralf Karsten (Chairman of the Board, 3rd generation), Mr. its successful and exclusive range of products in the

company was passed over to the control of the 4 generation, with (14% for articles coming from Brazil). Karsten, due to

the involvement and commitment of family Directors.thshorter In 1998 the delivery times and products free of import taxes

the company maintained its pace of international expansion with companies and increased their market share with

December 1997, who was at the forefront of international business, Turkey were strong competitors for Brazilian

Following the death of Vice-Chairman, Mr. Gunar Karsten in market at very low prices. Importers from Portugal and

retirement in 2002. fierce competition from Asians (China), which entered

Management of Karsten Europe, remaining in this position until his (import quotas) and the Brazilian textile industry faced

began the process of internationalization in 1975) took over the Organization (WTO) had also relaxed trade agreements

The International Director (Mr. Schwarzien, long-time partner who changes in markets in Europe. The World Trade

1997 The decision was made to open a sales subsidiary to serve Europe. In the late 1990s and early 2000s, there were radical

BRL). market share

Real (BRL) high value in relation to the US dollar (1 USD = 1

culture. At the beginning, this caused serious problems due to the 2000s Changes in WTO rules and loss of international

the REAL (BRL), in an attempt to overcome the inflationary at the time" (KARSTENDIR).

a new stabilization program, the Real Plan, with a new currency, perhaps the largest Brazilian export-oriented company

1994 It should be noted that in 1994, the Brazilian government launched company, but with this 60% export volume, it was

14 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

Family Influence on Since its foundation Agile decisions,

Resources Yes Yes

Current Generation 4ª e 5ª 4ª e 5ª

Family Holding Yes Yes manner" (KARSTENDIR).

(management/board) Board Member difficulties are also faced in a stricter and faster

Active Members X Vice- Chairman of Board

Chairman of Board their history, decisions are made faster, and

shares (since October 2014)

Family percentage of 50% of shares X maintain their own capital, it is their investment,

Indicadores Family Ownership Family Commitment at the forefront of the business, struggle to

Table 5. Karsten Family Ownership and Commitment

were faster "[...] The owners themselves, who are

of the quota agreement. Since the family was the owner, the decisions

decisions reflected a risk controlled by protection of familiness in the studied company.

which point to risk aversion, considering that the management. This shows the well-rooted presence

high risks, as revealed in the Director's own words "owner's eyes" were present in the business

ompany’s fall, the

perpetuate the company's attitudes in order to avoid competitiveness and at the c

familiness (Zellweger, 2010), and the desire to At all times, both those of high international

approach evidences a deep-rooted presence of was to focus on the internal market.

international initiatives" (KARSTENINT). This including Asian competition. The decision then

high risks and fast decisions for expanding continuing to invest and innovate, in a free market

generations to multiply them. This meant avoiding order to lessen the financial implications of

over resources and management to the next analyze that the strategy was rapidly changed in

members, older members were accustomed to pass retracting, eliminating risk. It is imperative to

"[...] the company was always led by family The family, during that period, decided for

For the European Director (W. Schwarzien): the international market.

of the internationalization process. contributed to the decline of Karsten's insertion in

evidencing a period of 89 years until the first sign currency with the US dollar, a fact that also

founded in 1882, the first export took place in 1971, Real in Brazil, equating the value of the domestic

protected by the quota system of WTO. Although and at the same time, the introduction of the plan

although the scenario in Brazil at the time was still until the sudden change in the international market

reveal a case of continuous search for expansion, starting in 1971 and lasting for more than 25 years,

European market as early as 1975. These data decades of continual growth in Karsten's exports,

place in 1971, with the subsequent opening of the longitudinal analysis, which shows more than two

timeline. As shown in Table 4, the first export took In this scenario, it is important to consider the

business phases thro

ughout the company’s WTO rules and loss of international market share.

process, but there was family involvement in all achievement in the 2000s, after the changes to the

An outsider began the internationalization mark of US$ 59 million) and the loss of this

internationalization process. at the peak of 1995, where revenue reaches a record

mention in their study as common in the sales subsidiaries during the 1990s (more precisely

corroborating what Johanson & Vahlne (2009) and expansion through the opening of overseas

to promote a joint and lasting learning, were mentioned, namely, sales booming in exports

suppliers, customers, etc., and which have served Among the reported periods, two milestones

networks established over the decades, among

and operational experience, expanding the 4 Analysis

subsidiaries. This process has enabled managerial

later, it was strengthened by the opening of sales charge of the company.

irregular exports, through agents/ distributors, and constant presence of the family generations in

Karsten's internationalization began with In this scenario, it is important to note the

expressive share of the company's exports. networks.

where before Europe represented the most points of long-term vision and relationship

Latin America became the main external market, particularly, the generations involved beyond the

addition, during the period from 2010 to 2016, family involvement structure. It shows,

in the ever-increasing growth experienced. In Table 5 shows Karsten's ownership and

Long-term vision. networks, subsidiaries.

Europe and also in the US were closed. A setback B

usiness vision. and scope, relationship

years 2007 and 2008, the sales subsidiaries in the family. expertise, sales in scale

Internationalization Process in 1882, it belongs to resources, technological

15 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

peak of international performance, in 2016 exports

operations. Of the 70% of sales in exports at the FBs, not even for those of the exclusives of the

reducing the risk and the cost of international identified effects cannot be generalized to all the

returned its efforts to the domestic market, importance in the presentation of the facts, the

closed its operations in the international market, Although the presented case has its

After the end of the quotas, the company internal market.

competitive. expansion and in redirecting decisions to the

by which the company also anchored to be internationalization, both in international

again seen as a protection or strong risk reduction gradually and rapidly in the process of

actions. As discussed above, the quota regime is creating international relationships and acting

quota regime that favored it to decide for bolder involvement and family ownership were relevant to

by the fact that the company was protected under a In addition, the study shows that family

international market up to 2005 can be explained action.

aggressive attitude and high investment in the presenting a stance averse to risk in its international

share and increasing operations. However, the family commitment, since its foundation,

in which the company held international market study corroborates this, studying a FB with deep

expansion to three shifts were made in the period towards international risk, Revilla (2016). This

Several operational changes, including the non-family companies, especially in their attitude

accommodation and risk aversion. taken in FBs, do not share the same procedure of

consequently, a highly prone environment for The attitudes and, above all, the directions

agreement that protected this FB and, internationalization process considerably slow.

however, important to mention the end of the losing control of the business, making the

Revilla (2016) corroborate these points. It is, scope is smaller, thus reducing the chances of

The studies of Ojala (2010), Hamilton (2016) and there is a greater risk aversion and the geographic

discussed in the theoretical analysis of this article. when the family owns the majority of the shares,

in the analysis of commitment and risk in FBs, as It is possible to infer from the results that

This retraction when faced with risk is crucial nearby countries.

business. scope, in a number of smaller countries and only to

a large extent by the emotional attachment to the began to export only, with a reduced geographic

to protect resources and the company, influenced to market after the end of the quotas, the company

approach the sense of shrinking when faced by risk market, but with the increase in risk in the foreign

Hamilton (2016) and Revilla (2016) when they operate with a sales subsidiary in the international

the studies by Kontinen and Ojala (2010), internationalization process, this FB came to

their capital in the internal market, corroborating At the best momentum of the

and retract from foreign investment and protect reduced risk in the internationalization process.

sense of familiness makes the family move back is risk aversion seeking a more controlled and

family commitment and ownership, that is, the family members are involved in management, there

presents evidence that risk acceptance is linked to hand, it was also observed that in this FB, where

of the protection offered by the quota agreement in the internationalization process. On the other

problem of lack of competitiveness to face the end the case analyzed, the family participated actively

company quickly left the foreign market. The It is evident, at the end of this work, that, in

internal market reacted back to consumption, the

strong competition began to surface and the 5 Conclusion

On the other hand, when the first problems of

the process. the international market

best moment, also with support and investment in aversion in a FB that was previously very active in

process, especially in decision-making and, at their infers conservatism and self-protection, risk

participation influenced the internationalization competitiveness of the external market reflects and

important to mention that, on the one hand, family and had a bold stance, this attitude towards the

themselves since it was a family business, it is Although the company was internationalized

made in the company, justified by the directors and significant change.

However, although decisions were rapidly represented only 8% of the company's sales, a giant

16 Revista de Negócios, v. 22, n. 1, p. 8-19, January, 2017.

competitive environment. The risk of failure, in

their business behavior by trying to adapt to a p. 457-47, 2008.

Several studies suggest that firms can modify Business and Enterprise Development. [S.I.] n. 15,

the quota agreement), strongly impacting a FB. internationalization process. Journal of Small

there is a change in the environment (extinction of perception: Empirical evidence on the

are also relevant points, since in this study case Claver, E.; Rienda, L.; Quer, D. Family firms risk

adoption of quality practices in a particular context

the formation of environmental values and the Family Business Review, 23, 9–26.

perception of environmental pressures, as well as identification and review of 25 influential articles.

Carney, 2005). How these characteristics affect the current research in family business: An

ownership and control (Aronoff and Ward, 1996; Chrisman, et. al (2005). Intellectual foundations of

governance, deriving from the unification of

business governance compared to corporate 107.

addressing the peculiar characteristics of family managers. Family Business Review, 16 (2), 89–

Among them, we suggest a research within FBs firms and agency relationships with nonfamily

attention to points that require future research. Succession and non-succession concerns of family

This study has limitations and draws Chua, J. H., Chrisman, J. J., & Sharma, P. (2003).

the resources of the family.

protection of the investment, and, consequently of 134–151.

internationalization, whenever there is a form of Journal of Globalisation and Small Business, 1 (2),

making in family companies affects analysis of family involvement. International

order to identify whether the speed of decision Internationalisation of spanish family Smes: An

Thus, this work contributes to the theory in Casillas, J. C., & Acedo, F. J. (2005).

the company in the domestic market.

competitiveness, but also impacts on the image of Entrepreneurship. Theory Pract. 29 (3), 249e265.

only in the reduction of international competitive advantage in family controlled firms.

presence in the international market implies not Carney, M., 2005. Corporate governance and

institutional protection. The discontinuity of

countries to innovate continuously, regardless of Review, 15, 45–

58.

example of the need for companies in emerging business definition problem. Family Business

Empirically, this case study serves as an family influence: A proposal for solving the family

affected by institutional decisions. Astrachan, J. H. et al. (2002). The F-Pec scale of

textiles, shows how internationalization can be

moment of an emerging country in the export of Potential. Family Enterprise Publisher.

in Brazil. This study, besides presenting a critical Governance: Maximizing Family and Business

the reality of emerging economies, as it is the case Aronoff, C.E., Ward, J.L., 1996. Family Business

whose institutional environment is different from

internationalization are in developed countries, Strategy. [S.I.] n. 1, p.108-116, 2010.

Most studies on corporate international strategies. Journal of Family Business

versus nonfamily business: A comparison of

Future Research Abdellatif, M.; Amann, B.; Jaussaud, J. Family

6 Implications and Recommendations for

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domínios no contexto da inovação.

de um corpo teórico mais robusto para o estudo de processos criativos em diferentes

gestão da criatividade para a inovação, bem como um ponto de partida para a concepção

O quadro apresentado é um contributo para as empresas na busca de novos modelos de

da criatividade no contexto da inovação, cada um referente a um dado domínio analisado.

contexto organizacional. O estudo sugere a existência de três modelos integrados de gestão

1 Introduction que aponta contribuições das áreas estudadas para a otimização de processos criativos no

da literatura. Ambos os métodos estão vinculados à construção de um referencial teórico

investigação estruturados em duas partes: (i) revisão da literatura e (ii) revisão sistemática

de três domínios: Design, Haute Cuisine e Arte. O estudo articula dois métodos de

esclarecimento da relação entre criatividade e inovação, analisando-a sob o ponto de vista

abordagens tradicionais de pesquisa, este estudo visa contribuir originalmente para o

Arte. inovação identificada nos estudos atuais. Considerando a dificuldade de se aprofundar nas

Haute Cuisine; teóricos referenciais com base na abordagem sistêmica na relação entre criatividade e

Design; conceitos de inovação e criatividade não é clara, sendo que hã uma ausência de quadros

Inovação; importância para o processo de inovação. A literatura atual sugere que a interação entre os

Gestão da criatividade; Criatividade é um tema cada vez maior de interesse no contexto da gestão, devido à sua

PALAVRAS-CHAVE RESUMO

domains in the context of innovation.

conception of a more robust theoretical body for the study of creative processes in different

for new creativity management models for innovation, as well as a starting point for the

analyzed. The framework presented is featured as a contribute for enterprises in the search

creativity management in the context of innovation, each one referring to a given domain

Double blind review organizational context. The study suggests the existence of three integrated models of

ISSN 1980-4431 contributes of the studied domains for the optimization of creative processes in the

methods are bound to the construction of a theoretical framework which points out

Accepted 07.03.2018 structured in two parts: (i) literature review and (ii) systematic literature review. Both

Revised 21.12.2017

domains: Design, Haute Cuisine and Art. The study articulates two investigation methods

Received 24.10.2017

relation between creativity and innovation by analyzing it under the point of view of three

traditional research approaches, this study aims at contributing originally for clarifying the

and innovation identified in current studies. Considering the difficulty to deeping by

rt.

A referential frameworks with basis on the systemic approach in the relation between creativity

Haute Cuisine;

Design; between the concepts of innovation and creativity is not clear, being that the absence of

Innovation; importance for the innovation process. Current literature suggests that the interaction

Creativity management; Creativity is an ever-increasing theme of interest in the context of management due to its

KEYWORDS STRACT

AB

² Politecnico di Milano/ Italy - rui.roda@me.com

¹ Universidade do Porto/ Portugal - patriciafw@gmail.com

Patrícia Wielewicki¹, Rui Ferreira Roda²

innovation

creativity management in the context of

Contribution from different domains for

20 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

creativity can prove to be an advantage, but only if acknowledged relevance of these domains for the

of disciplinary approaches to understanding (i) The protagonism of creativity and the

a context, it is understood that “

the staggering array reasons:

methodologies in the creativity literature”. In such domains selected for the study for the following

seen a virtual explosion of topics, perspectives, and Thus, Design, Haute Cuisine and Art are the

(2010, p. 571) point out: “since the 1990s, we have

economies out of the present crisis.

agendas worldwide. Hennessey and Amabile increasingly seen as the right sectors for driving our

a recurrent theme in political and economic management literature, because they are

different domain transversal studies, besides being of all, that they have raised a strong interest in

transversal study object it has been object of domains connected to creative industries are, first

psychology (Guilford, 1967), although it is now a the motivations behind our choice of focusing on

creativity as a research field was first studied by 2015). Thus, as Lazzeretti et al. (2015) highlight,

In that sense, it is here stressed out that economic crisis (Lazzeretti, Innocenti, & Capone,

as a predictor of strategic innovation outcomes”. development and growth, and for the exit from the

This suggests a need for further study of creativity strategic and has been seen as a priority for

treated creativity as the ultimate outcome variable. In this sense, the creative sector becomes

that “prior research on creativity has generally 571).

Montoya, and Workman (2013, p. 171) point out investigation” (Hennessey & Amabile, 2010, p.

managers (Caniëls & Rietzschel, 2015). Im, levels, often requiring interdisciplinary

innovation remain

‘enigmatic’ for researchers and a system of interrelated forces operating at multiple

creativity management models in the scope of researchers recognize that creativity arises through

947). In that sense, it is found out that efficient “

more

progress will be made when more

approaches (M. Stierand & V. Doerfler, 2012, p. 2013; Mumford, 2003) as well as the belief that

access by traditional and dominant research Booth, Patel, & Lozinskaya, 2011; Glaveanu et al.,

nebulous concepts and therefore are difficult to different domains is stressed (Furnham, Batey,

2011), since both phenomena are cognitive and the field of creativity for the study of processes in

Cropley, James C Kaufman, & Arthur J Cropley, it

s secre

ts”. In addition, the increasing interest in

(Anderson, Potočnik,

et al., 2014; David H systematically, we will be able to unlock and use

interaction between those two concepts is not clear across levels, and thinking about creativity

Current literature suggests that the using multiple lenses simultaneously, looking

Gentry, 2015). Hennessey and Amabile (2010, p. 590):

“only by

is seems to be necessary (Litchfield, Ford, & for a systemic view of creativity according to

mechanisms for strengthening links between them That research strategy is based on the need

turn creativity into innovation, more research into domains: Design, Haute Cuisine and Art.

Thus, given the pressing need for organizations to analyzing it under the perspective of three different

to manage creativity in the innovation processes. the relation between creativity and innovation by

714); in practice, organizations still find it difficult study aims at contributing for the theorization on

products and processes” (Sarooghi et al., 2015, p. c

ontext?” Starting from such point of view, this

the implementation of these ideas into new creativity and innovation in the organizational

of novel and useful ideas while innovation entails bound to the optimization of activities related to

seems logical – “creativity involves the g

eneration for the construction of referential frameworks

acknowledged and the sequence of such a process deriving from different creative domains contribute

the relation between creativity and innovation is a

s guide: “how can the articulation of theories

Libaers, & Burkemper, 2015). However, although 2011), this study had the following main question

Rietzschel, 2015; Oddane, 2015; Sarooghi, innovation management (David H Cropley et al.,

Anderson, Potočnik, & Zhou, 2014; C

aniëls & the role of creativity as a fundamental factor for

besides being a recorred theme in literature (e.g. Thus, assuming the need for clarification on

organizational context (Nonaka, 1991, 1994), & Amabile, 2010, p. 590).

concept for the innovation process in the Othe

rwise, the mysteries may deepen” (Hennessey

Creativity is assumed as a fundamental across creative domains and analytical levels.

understand the discoveries that are being made

1 Introduction researchers and theorists work together and

21 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

domain analyzed; as well as the possibility for

context of innovation, each one referring to a given policies; (6) basic skills and learning.

integrated models of creativity management in the environment; (5) incentive or compensation

This study suggests the existence of three creativity; (2) creative groups; (3) leadership; (4)

difference patterns between them. between 1998 and 2015 (Table 1): (1) individual

the groups was to uncover possible similarity or considered relevant to the theme, published

domains and using the same analysis frame for all on the qualitative analysis of a sample of 32 studies

One of the aims for selecting three creative Six main approaches were identified based

Part 1. be

tween creativity and innovation”?

domains selected approach the themes identified in approaches in scientific literature on the relation

literature, and Part 2, which presents how the three the

selection of the papers: “what are the main

creativity and innovation identified in current The following question served as guide for

the main approaches on the relation between reviews in the scope of innovation.

which derived the sections: Part 1, which presents has been a common strategy used in other literature

unfolded from the main question of the study from to Zimmermann, Ferreira, and Moreira (2016) it

The operationalization of investigation selection of scientific works. Moreover, according

Johnson, 2005). of research given its meticulous process of

Harrington, 2007; Pedersen, 2012; Surlemont & This database was defined as the main source

management of creativity (see Ottenbacher & investigation scope).

an emerging domain of reference for the “

innovat*”

rather than “innovation” to amplify the

in the organizational literature in the last decade as to the criteria showed in figure 1 (using the term

Sound and music recording –

due to the recognition online data base ISI Web of Knowledge, according

activities, Photographic activities, Publishing, The papers analyzed were searched in the

Advertising, Architecture, Computer programming the domains approached.

(2002) was chosen instead of other areas –

such as themes used as basis for the analysis framework of

contested in works like Pedersen (2012) and Caves related in the literature as an attempt to identify the

considered a Creative Industry - which is strongly how creativity and innovation are studied and

(iv) The Haute Cuisine domain, although not The first part of the study aims to understand

Harris, 1999; Wijnberg & Gemser, 2000);

creativity (Baumol & Bowen, 1965; Craft, 1979; 2.1 Part 1 –

Literature review

one of the first areas to be studied in the field of

diversified and comprehensive character and to be review and (Part 2) systematic literature review.

studies, the Art domain was selected due to its investigation methods as follows: (Part 1) literature

(iii) With an equally significant number of to new propositions this study articulates two

innovation and creativity; Whit basis on theoretical exploration leading

presented the largest volume of studies related to

group of Creative Industries - was the field that 2 Method

Science database, Design domain - within the

(ii) In a previous research in the ISI Web of in the organizational context.

between them. transdisciplinar investigation bound to innovation

possible patterns of similarity and differences enterprises, but also by the need to develop

applied for all domains with the aim of uncovering only by the articulation between the academy and

should be chosen - the same analysis frame was faced by enterprises. That can be translated not

management and with distinct characteristics necessary path due to contemporary challenges

three relevant domains to the study of creativity interdisciplinar investigation as a possible and

(i) Work in a triangulation system where creativity and innovation - results signal

Cools, & Maenhout, 2015; van der Meer, 2016). relevant topics in the organizational context –

Petruzzelli & Svejenova, 2015; van den Broeck, Besides the theoretical deepening on two

Nissley, 2010; Petruzzelli & Savino, 2014; innovation.

2015; Glaveanu et al., 2013; Lane & Lup, 2015; organizational literature favoring creativity and

(e.g. Capdevila, Cohendet, & Simon, 2015; Garel, emphases for the non-consensual themes in the

study of innovation in the current scientific context articulating them. These models place different

22 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

and V. study of creativity and innovation Journal of Source: Survey data.

M. B. Stierand Reflecting on a phenomenological International Success Economics

Heunks (1998)

Innovation, Creativity, and Small Business

(2013b) Climate for Innovation

Drach-Zahavy Role of Team Composition and Management (2000) creativity mechanisms or both? Management

Somech and Innovation Implementation: The Journal of and Menon mechanisms, organizational Innovation

Translating Team Creativity to organizations: individual creativity Product

Bharadwaj

(2013) multilevel perspective Making innovation happen in Journal of

and Skerlavaj creativity, and innovation: A Leadership (2002)

Cerne, Jaklic, Authentic leadership, and Looise creativity of employees

building upon the existing Technovation

Management Krabbendam, Innovation through exemptions:

(2013) Teams Innovation Nijhof,

Im et al. Creativity in Product Innovation Product stimulating innovation

Antecedents and Consequences of Dooley (2005)

Journal of management framework for Technovation

Brennan and

(2014) Networked creativity: a structured

MacBryde Model Management Technology

Doerfler, and Cuisine: Towards a Systemic Innovation (2007) Manufacturing

Stierand, Creativity and Innovation in Haute Creativity and and Zhao innovation Advanced

Design creativity in product

Performance Management Li, Wang, Li, Journal of

Ceylan (2014) a Firm’s Product Innovation Innovation International

Dul and supporting Work Environment on Product (Mal)Adjustment

The Impact of a Creativity-Journal of Motivation, Psychoticism, and Research Journal

Joy (2008)

(2014) regions and Writing: Innovation Creativity

and Boiardi innovation: Evidence from EU Research Policy Personality and Creativity in Art

Sleuwaegen Creativity and regional (2008)

innovation

Wilson (2014) innovation Dzindolet Social influence, creativity and Social influence

Squalli and Intelligence, creativity, and Intelligence Paulus and

(2014) Creativity and Innovation Management (2009b) Creativity and Innovation Psychology

and Hooge Virtual Idea Campaigns to Spur Innovation Binnewies The Ambiguity of Organizational

Elerud-Tryde Beyond the Generation of Ideas: Creativity and Ohly and Industrial and

Framework (2009) innovation Research

and Ilsev creativity, and organizational Business

Zhou (2014) Commentary, and Guiding Gumusluoglu Transformational leadership, Journal of

Potocnik, and Prospective Management

Anderson, A State-of-the-Science Review, Journal of

Organizations: (2009) innovación e imitación Empresa

Innovation and Creativity in Wiklund conocimiento en los procesos de Dirección de la

Hisrich (2014) entrepreneurial self-efficacy Cabrera, and de productos: el papel del Economía y

Drnovsek, and the moderating role of Economics Robledo, De la creatividad al lanzamiento Cuadernos de

Ahlin, innovation: Small Business Perez-Luno

industries Cultural Policy

Entrep

reneurs’ creativity and firm

Review Oakley (2009) and innovation after the creative Journal of

Ghosh (2015a) creativity and innovation Research The disappearing arts: creativity International

Developing organizational

Management Innovation Innovation

(2011a) Enterprise Management &

Projects Business Gehani Influence of Mindful Leaders on Technology

(2015) innovation Projects in Individual Creativity and the Journal of

Oddane academics and practitioners in Managing

The collective creativity of Journal of in Korean Firms?

International Performance

(2010) Research Journal

attention-to-detail Sohn and Jung Significant Impact on Innovative Creativity

(2015a) of individual-level creativity and Management Do Creativity Initiatives Have

O'Cass relationship: Optimizing the role Marketing Effect of Creativity on Innovation:

Sok and innovation – performance Industrial Administration

Examining the new product (2010) creativity Public

and Gates

cultural, and environmental factors Lee, Florida, Innovation, Human Capital, and Review of

(2015) A meta-analysis of organizational, Venturing International

Sarooghi et al. between creativity and innovation: Business (2011)

Examining the relationship Journal of Cropley

Arthur J. Innovation

al. (2015) Organizational Innovation Behavior Kaufman, and Innovation Management Management &

Litchfield et Linking Individual Creativity to Creative James C. Measuring Creativity for Technology

The Journal of Journal of

Cropley,

(2015) Management David H.

Rietzschel and Innovation under Constraints Innovation

Caniels and Organizing Creativity: Creativity Creativity and Management

(2012) Hospitality

Doerfler in haute cuisine Contemporary

Author / year Title Source

Journal /

Source

Table 1. Works analysed in Part 1: literature review Author / year Title Journal /

23 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

opposition to leadership, in the Haute Cuisine

is a protagonist for innovation activities, in

within each domain (e.g. in Arts, the environment

creativity); (ii) which approach predominates

Haute Cuisine, which gives priority to individual

studied in the domain of Design, in opposition to Cuisine and Art.

Design, Haute

each domain (e.g. creativity in groups is often Systematic literature review –

issues were considered: (i) the number of studies in 2, 3 and 4 shows the works analysed in Part 2:

presented in this study. For the sake of evaluation, number of papers selected after the analysis. Tables

domains selected approach the main issues studies, the total number of papers available and the

Thus, this section presents how the three Figure 3 shows the criteria used to search the

processes in the organizational context. in mind.

such areas for the optimization of innovation articles were read thoroughly with the same criteria

construction of a framework offering contributes of help answer the research questions? Then, the

and innovation in the referred domains aiming the analysis has the following as focus: do the articles

identify the relations established between creativity the abstracts and keywords were read, since this

as guide; the second part of this study attempts to were entered into an electronic spreadsheet and

literature review and the methodological sequence All the articles identified (total obtained)

With the six main approaches identified on studies.

studied: Design, Haute Cuisine and Art? convergence of issues for the sake of selection of

the innovation processes in the three domains was used, prevailing therefore the relevance and

following question: how creativity is conceived in intrinsic feature. Similarly, in Part 2 no time cut

auditable and replicable, and is oriented by the because creativity is here understood as a domain

tries to ensure that the review is transparent, a key-word in order to not limit the investigation

creat*” was not used as

synthesis; (5) presentation of results. The method pointed out that the term “

selection and evaluation of studies; (4) analysis and varied according to each domain studied). It is

research question; (2) location of studies; (3) to the specific terms (the investigation criteria

m “innovat*” associated

Denyer and Tranfield (2009): (1) definition of the Knowledge using the ter

This part follows the five steps proposed by was a search in the online data base ISI Web of

known about the topic (Denyer & Tranfield, 2009). As in the part 1, the starting point of part 2

manner in order to meet what is known and not

particular topic and its presentation in a clear studies

selection, analysis and synthesis of a research on a 2.2.1 Location, selection and evaluation of the

method which consists on the identification,

the support of the systematic literature review Source: Elaborated by authors (2017).

for the research carried out in the second part, with

The results of part 1 provided the guidelines

2.2 Part 2 – Systematic literature review

Source: Survey data.

Figure 2. Methodological sequence of Part 2

that domain.

leader; being therefore, the articulating approach in

analyzed – Part 1 becomes inevitably centered in the figure of the

Figure 1. Research criteria for the selection of the papers innovation process. As a result, all creative activity

inferred due to the chef strong influence in the

problem approached. more often approached, what can be clearly

restricted to the relevance and convergence of the context of Haute Cuisine, individual creativity is

used, being therefore the selection of texts related in what concerns innovation (e.g. in the

It is important to stress that no time cut was domain); (iii) how the different approaches are

24 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

Michael Barry Thinking Review

Beckman, Process: embedding Design Management States Pinzón, Joan example

Sara L. Innovation as a Learning California United Morales-integration. The Spanish

M. Gasol, Tito Production

(2007) Technology Solà, Carles the main drivers of Cleaner Colombia

Wu Zhao ng Kingdom Jordi Oliver-perception, predictions and Journal of Spain

Xianglong Li, innovation Manufacturiand United Santolaria, driven companies:

Wang, Design creativity in product Advanced of China Maria Eco-design in innovation

Yan Li, Jian Journal of Republic (2011)

Intern.

(2006) Review Grantham

Verganti Innovation through design Business Italy Andrew on Design: Part 1 Issues Kingdom

Roberto Harvard Boddington, An Innovation Perspective Design United

Brezet (2005) sized enterprises in tourism Production Anne

Brink, J.C. design diamond for micro-Cleaner s Mike Hobday,

S.C. Hallenga-The sustainable innovation Journal of Netherland(2010) Context Issues Kingdom

Cruickshank Designing in a Broader

Hacklin (2005) discussion on terminology Design Leon The Innovation Dimension: Design United

Marxt, Fredrik the same in the end? A short Engineering d (2010)

Christian development, innovation: all Journal of SwitzerlanVerganti

Design, product

(2004) Ergonomics Roberto Design-driven innovations Management

Rong Chou product design Industrial of China Marchesi, Mastering technologies in Technology Italy

Hsiao, Jyh-process for innovative Journal of Republic Alessio Research

Shih-Wen A creativity-based design International Dell'Era,

Claudio

innovation

Lewis (2010) Product Design Companies

(2003) organizations to foster States Marianne W. Lessons from Leading Planning Kingdom

Teixeira embedded into Studies United Andriopoulos, Paradoxes: Ambidexterity Long Range United

P. Bertola, J.C. knowledge process is Design Italy and Constantine Managing Innovation

agent: How design as a

Design as a knowledge Tiger (2010) unfulfilled innovation

(2002) design? Management Boujut Henri design phases of an Design

Pekka Kess of innovation in product Technology Jean Francois, empirical study of the early Engineering France

Haapasalo and possible to control the birth Journal of Finland Legardeur, Lessons learned from an Research in

Harri Managing Creativity: is it International Jeremy

(2010)

Riccini (2001) Industrial Design Issues J. Marion lessons from design firms Management States

Raimonda Historical Knowledge for Design Italy Meyer, Tucker Innovation for effectiveness: Technology United

Innovation as a Field of Research

Marc H.

Riedel (1997) competition

Johann C.k.h. successful product n Kingdom Herstatt (2010)

Robin Roy, Design and innovation in TechnovatioUnited Cornelius Engineering Consultants Management

Luthje, Experience from Design and Innovation

Germany

(1995) Design Issues Christian Based on Analogies: Product

Guy Bonsiepe Science · Technology · Design Germany Kalogerakis, Developing Innovations Journal of

The Chain of Innovation

Katharina

(1966) Innovation Review

(2010)

R. G. Murdigk and Manufacturing Management States Innovation

Verganti

D. W. Karger, Product Design, Marketing, California United Knowledge Diversity and Planning

Roberto Italy

Design-intensive Industries: Long Range

ell’Era,

Author / year Title Source of origin D

Journal / Country Claudio Collaborative Strategies in

review – Design (2009)

Table 2. Works analysed in Part 2: Systematic literature Antje Lutz strategy Management

Wieringa, of issue related to design Innovation s

Jaap E. and performance: the roles Product Netherland

urce: Survey data. Soren Salomo, Exploring design innovation Journal of

SoKatrin Talke,

strategy

(2009) of issue related to design Design of China

Yen Hsu and performance: the roles Engineering Republic

Exploring design innovation Journal of

(2009) design-driven innovations

Verganti the development of radical

Roberto laboratories specialized in Management Italy

Dell’Era, organization and strategy of R&D

Claudio Design-driven laboratories:

(2008) based firms

Saemundsson American new technology-Studies

Rognvaldur J. innovation in Nordic and Design Iceland

Marina Candi, the use of design in service

How different? Comparing

(2008) Agenda Management

Verganti Metamodel and a Research Innovation Italy

Roberto Radical Innovation: A Product

Design, Meanings, and Journal of

(2008) Experience of Innovation Issues

Barry Wylant Design Thinking and the Design Canada

(2007)

analyzed – Part 2 Source of origin

Figure 3. Research criteria for the selection of the papers Author / year Title Journal / Country

25 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

Zurlo (2014)

(2012) Francesco

Verganti Rizzo,

Roberto the “Ends” Management Francesca How Many Ways? Issues Italy

Innovation Kingdom Deserti, Design and Innovation: Design

Fred Lemke, D

esign: The “Means” and

Keith Goffin, Perceptions of Industrial Product United Alessandro

Joe Jaina, Journal of Cautela,

Pietro Micheli, Cabirio

(2012) Hwang (2013)

W. Dahl Products Designed by Users States Chorng-Sii

Fuchs, Darren Perceptions of Firms Selling Marketing United Ling Kao, Sciences

Christoph Consumers' Innovation Journal of s Chang, Ya-Interdisciplinarly Behavioral Taiwan

Schreier, User Design: Exploring NetherlandTeng-wen Teaching Design Social and

Martin The Innovation Effect of Austria Wen Hung, Procedia -

(2012) Chou, Chung-

Ajay Bhalla Are Chonging Innovation Perspectives Wen Huei

Pushkar P. Jha, How Design Competitions Management Kingdom Branding Strategy Management

Lampel, Test-Driving the Future: Academy of United (2013) Moderating Role of Innovation

ales and Tobin’s Q: The Italy

Joseph Cornelia Droge S

Product

nnovation’s Effects on

(2012) Gaia Rubera, I

Journal of

Yalcinkaya Illustration Management Technology versus Design

Goksel Rollouts: A European Innovation States (2013) United States and Korea Management

Griffith, Regional New Product Product United Hyun Kim Cultural Research in the Innovation Korea

David A. Innovation Effects in Journal of Miller, Sung and Customer Value: Cross-Product States

Gaia Rubera, Technological and Design Douglas R. Product Design Innovation Journal of United

(2012) Hakil Moon,

Brangier prospective ergonomics France Burke (2013) Engagement, and Action Research

Liema,Eric approaches within Work 41 Norway Pace, Noel Innovation, Design, Action

André Innovation and design Séguin, Alicia Process Integrating Practice and Canada

(2012) Guerre, Daniel Organizational Design Systemic

F. De Toni Donald W. de IDEA: A Collaborative

Biotto, Alberto meaning strategy Decision (2013) communication

Gianluca innovation to Management Italy Lou Maher communities: a study of

Battistella, From design driven Murty, Mary collective innovation CoDesign Australia

Cinzia Paulini, Paul Design processes in

the Product-design Field Mercedes

(2011) Innovation Phenomenon in Design Gracia (2013)

Lucia Rampino Categorization of the Journal of Italy Gutiérrez-

The Innovation Pyramid: A International Antonio SMEs

Gómez,

(2011) Business Model Management Ricardo Chiva-and product innovation in Decision Spain

Esslinger the Innovation-Driven Innovation Austria Alegre-Vidal, capability Management

Hartmut Sustainable Design: Beyond Product Mesa, Joaquín Design management

Journal of

(2011) Fernández-

Emilson Anabel

Anders for social innovation (2013) Innovation Capability

Seravalli, infrastructuring in design CoDesign Sweden Yannopoulos Incremental and Radical Management

Hillgren, Anna Prototyping and Auh, Peter Moderating Role of Innovation States

Per-Anders Seigyoung Involvement in Design: The Product United

(2011) Newness Management Menguc, Customer and Supplier Journal of

H. Bloch Responses to Visual Product Innovation Bulent

Radford, Peter Design: Consumer Product Canada Aoussat (2013) design projects

Scott K. Linking Innovation to Journal of Améziane use analysis in innovation Ergonomics

and Innovation Buisine, framework forprospective Applied France

Management Stéphanie future things: Towards a

(2011) New Product Development Innovation States Julien Nelson, Anticipating the use of

Abbie Griffin Lessons from Research on Product United (2013)

Research in Design:

Legitimizing Academic Journal of Seepersad in-class design projects

Education Carolyn sample validation through Design States

Wood, Engineering

(2011) design for innovation and Design Tumer, Kris and innovation metrics and Research in United

Dean Bruton Learning creativity and Technology Australia Oman, Irem Y. A comparison of creativity

Journal of

International Sarah K.

(2011) 12)

(20Innovation Education

Venturini Komarek


Petroni, Karen design-driven innovation Marino Rebecca L. D. Students for Careers in Engineering States

Giorgio sourcing: evidence from Decision San Marie Olson, Based Learning: Preparing Journal of United

Anna Nosella, External technology Management Italy Gerber, Jeanne Extracurricular Design-International

Cantarello, Elizabeth

Silvia 2) Education

Steinert
(201Innovative Design

Martin Reflective Practice in Engineering States

(2011) Currano and A Framework for Journal of United

Rieradevall Rebecca International

Author / year Title Source of origin Author / year Title Source of origin

Journal / Country Journal / Country

26 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

Chieh Yang, innovative product Cui, Jia-Jiaa; in Sciences

Chen, Chih-design approach for Manufacture of China Hong-Juanc; innovation design al Methods

Ko, Ming-Shih oriented Engineering Republic Wena; Yang, computer aided product ComputationChina

Yao-Tsung Modelling a contradiction-Journal of Chen, Ji-Concept semantics driven Journal of

innovations and transitions (2016) creation

(2015) theories of system Eva Deckers Innovation Through Co-Journal s

Han Brezet sustainablity science and Production s Rincker and Accelerating Breakthrough The Design Netherland

Gaziulusoy, integrating insights from Cleaner NetherlandMaarten Knowledge Economy:

A.Idil a conceptual framework Journal of Australia Paul Gardien, Designing for the

innovations and transitions: Mozota (2016)

Design for system Borja de Quality Scorecards France

through the use of Design Korea

(2015) Automotive Industry Innovation Kim & Brigitte Business Driven Innovation Journal South

Bimenyimana - in the Context of & Eun Model for Managing The Design States

Farhana, Eric as a Differentiation Strategy Management Sweden Petersen, Ji Comprehensive Capability United

Mosarrat Design Driven Innovation Technology Søren Ingomar

Journal of (2016) Professional Development

system innovation theories te Dowling creation in Spaces of

Journal Kingdom

(2015) sustainability science and Production Docherty & KaConcepts of Knowledge Co-The Design United

Gaziulusoy through the perspective of Cleaner Australia Catherine Ann Innovation: Synthesising

A. Idil design and innovation teams Journal of JohnDavis, Design Thinking and

approaches available for (2016) ng (IJIDeM)

A critical review of Chassapis development Manufacturi

(2015) Constantin support of robust product Design and Egypt

Yasser Bhatti Kingdom Aziz, innovation environment in Interactive States

Ramirez, Scoping the dialogue space United EL-Sayed Creativity-based design Journal on United

Rafael Scenarios and design: Futures States Yinze Hu, International

Lucy Kimbell, United (2016) innovations and transitions Finland

Cynthia Selin, Denmark Idil Gaziulusoy design to design for system Studies Australia

(2015) design and scenarios Ceschin sustainability: From product Design Kingdom

John O’Reilly philosophical approach to Futures Kingdom Fabrizio Evolution of design for United

Jamie Brassett, Styling the future. A United Engineering

(2014)
 (2016) APPROACH FOR SMEs Industrial

Rauth Perspective Schutte, CSL OPEN INNOVATION Journal of Africa

Elmquist, Ingo Innovation Capability Journal Sweden Krause, W PROPOSITIONS FOR AN African South

Maria Values and Effects from an The Design DEVELOPING DESIGN South

Lisa Carlgren, Design Thinking: Exploring (2016)

(2014) Laviolette

Brombacher Michael Innovation

Aarnout Design Practice Arcand, Collaboration and Review

to Stakeholder Management France

Hummels, Paradigmatic Innovation for Design


s Sebastien

Caroline The Implications of Journal of NetherlandRenard, Design Research Approach Innovation Canada

Djajadiningrat, Changing your Hammer: International Laurent Route in Quebec: An Action Technology

Tom Cloutier, Rejuvenating the Cider

Paul Gardien, Martin

(2014) Validation of a Scale Management (2016)

Sangkyun Kim Development and Innovation States Verganti

Jeongdoo Park, on Customer Behavior: Product United Roberto States

Hakil Moon, Innovative Product Design Journal of Karlsson, United

The Importance of an Helena Innovation Capabilities Management

(2014) Peradotto, SMEs: The Role of Design Innovation Denmark

Bahar Emgin Identity Issues Mattia Competitive Performance of and Sweden

Innovations: A Quest for Turkey Brazil

Balcıoglu, Design Ferraloro, Design Contribution to the Creativity

Tevfik Recent Turkish Design Gregorio Australia

Dell'Era, Italy

(2014) Design Issues

Claudio

Ezio Manzini Social Innovation and Design Italy

Making Things Happen: Paolo Landoni,

(2014) (2015)

Verganti and Meaning Change Italy Kaj Storbacka Approach to Innovation Management

Roberto Research vs. Technology Issues States Adrian Payne, Design: A Strategic Journal of Australia

Norman, Innovation: Design Design United Suvi Nenonen, Managing Co-creation British

Donald A. Incremental and Radical Pennie Frow,

Management Review

Swatch

(2014) Resource (2015) Management

the Innovative Design of the France

Khandwalla innovative India Human India Gilles Garel Innovation

Lessons in Creativity from

Pradip Designing a creative and Journal of Technology

The Intern. Martina (2015)

(2014) Schraudner public preferences Change

Wiyancoko Kathinkaa, reorient innovation towards & Social

Germany

Dudy Innovation Kora, Best design know-how to Forecasting

Adapting Technologial

Dwi Larso, led Creative Industry & Marie, Kimpel Shaping Future —

Simatupang, Practices in Design-preneur Management Indonesia Heidingsfelder

Togar M. Design Driven Innovation Technology

Kembaren, Journal of Zheng (2015)

Philips Meng-Cong design

Author / year Title Source of origin Author / year Title Source of origin

Journal / Country Journal / Country

27 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

(2007)

Planellas

Tourism

Marcel institutional entrepreneur Behavior


Mazza and cuisine: Ferran Adrià as an al France Sport and

Carmelo Cooking up change in haute OrganizationSpain and Hu(2010) innovative approach

Svejenova, Journal of Meng-Lei competency: An Leisure Taiwan

Silviya Discovering culinary Hospitality

(2007) of

Harrington Technology The Journal

States

Robert J. Process Science &

Ottenbacher & The Culinary Innovation Culinary and United (2009) Management

Michael Journal of Germany Chun Lee studies? y Hospitality

Horng and Yi-influence creative culinary ContemporarTaiwan

What environmental factors

(2004) Barrier to Imitation Research Jeou-Shyan Journal of

Harrington Innovation Process – A Business International

Robert J. Part I:


The Culinary Foodservice Canada (2009) Component Model

Journal of Meng-Lei H Extending a Four-Journal

Horng and Process: Constructing and Research Taiwan

rance’s Great Chefs Jeou-Shyan The Creative Culinary Creativity

Journal

Balazs (2002) F

Katharina The Recipe for Success of Management France (2009) Process

Take One Entrepreneur: States

European Harrington culinary innovation Research

rance

’s Great Chefs Robert J. Potential drivers of the Hospitality United

Balazs (2001) F

Ottenbacher & contextual factors:

Katharina Leadership Lessons from al Dynamics France Michael Institutional, cultural and Tourism and Germany

Some Like It Haute: Organization

Stinner (2009)

Deborah H. framework

Author / year Title Source of origin H. Moore, a diffusion of innovation Values

Journal / Country drawn


from application of States

and Human

review – Haute Cuisine Sharp, Richard foods: insights United

Inwood, Jeff S. Agriculture

Table 3. Works analysed in Part 2: Systematic literature Shoshanah M. Restaurants, chefs and local

Lynch (2008)

Source: Survey data. ainnovations Research Kingdom

nd Paul

(2016) Marc Stierand The art of creating culinary Hospitality United

Vahterca Irish manufacturers Tourism and

H. Lovea, Priit development: A study of Policy Estonia

Micheli, James of design in new product Research Kingdom Lei Hu (2008) Culinary Creativity Journal

Ropera, Pietro The roles and effectiveness United Horng, Meng-The Mystery in the Kitchen: Research Taiwan

Stephen Jeou-Shyan Creativity

innovation (2008)

(2016) innovation, and process Marañón

Schuster performance, radical Germany & Iñigo de

Nylund; Gerd design on innovative n Spain Antonio Duch

Brem; Petra A. influence of dominant TechnovatioDenmark Leire Iturriaga,

Alexander standardization: The Sanmartín,

Innovation and de facto Esther Creative Process

Managerial Implications Vergara, Approaches Facilitate the Spain

Dish: How Scientific

Biophysics

(2016) Innovation’ and its

om the Chef’s Mind to the

Management Lasa, Javier F

Food

Aduriz, Daniel r

Benoit Weil Characterize ‘Radical

Masson, and Polaris Projects to Innovation France Andoni Luis-

Pascal Le Revisiting the Manhattan and Olabarrieta,

Sylvain Lenfle, Meets Design Theory: Creativity Idoia

When Project Management Arboleya,

Juan-Carlos

Sung (2016) Research Design

and Tung-Jung Participatory Action Journal of Taiwan (2008) and Other Factors Research

Chen-Fu Yang Innovation through International Harrington Differences in Involvement States

Service Design for Social Robert J. Business United

(2016) Ottenbacher & Innovation Processes: Foodservice

Silberzahn Michael U.S. and German Culinary Journal of Germany

Philippe Innovation Context

Midler, Management in an Journal cuisine? Technology d

Christophe Thinking to Project Management France Ubbink (2008) supporting innovative

Science & Switzerlan

Jouini, Contributions of Design Project and Job food fad or science

Mahmoud- César Vegaa, Molecular gastronomy: a Food States

Sihem Ben Trends in United

(2016) Management

Almendra design and (2007) 


Barata; Rita growth through the use of Economics Portugal Harrington chefs Management

Canada

José Monteiro Boosting innovation and Business Robert J. process of Michelin-starred y Hospitality

Pedro Nevado; Journal of Ottenbacher & The innovation development ContemporarStates and

Michael Journal of United

Sheng (2016) Engineering

Zhang, Jin-and International

Author / year Title Source of origin Author / year Title Source of origin

Journal / Country Journal / Country

28 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

Monzó and J. Laurent Simon

Martínez-Cohendet, and Adrià and elBulli Review

Segovia , J. Chefs Technology Patrick Cuisine: The Case of Ferran Management Canada

García-Patterns of Haute Cuisine Science & Capdevila, Creativity through Haute Innovation France and

Barreto , P. Creativity and Innovation Culinary Spain Ignasi Establishing New Codes for

Technology

Garrigos , V. Journal of

J. Albors-Savino (2015)

Tommaso Italian Haute Cuisine

Petruzzelli and Innovate: The Case of Innovation

elBulli restaurant Science Messeni Reinterpreting Tradition to Industry and Italy

(2012) haute cuisine: The case of and Food Antonio

Pilar Opazo innovation in contemporary Gastronomy States Cuisine

Discourse as driver of Journal of United Lup (2015) and Innovation in Haute

International and Daniela Tensions between Creativity Innovation Kingdom

Christel Lane Managing Multilevel Industry and United

Science Cooking under Fire:

Beauge (2012) insight and Food (2014)

Benedict cuisine A brief historical Gastronomy France MacBryde Systemic Model Management Kingdom

On the idea of novelty in and Jillian Haute Cuisine: Towards a Innovation United

Journal of

International Viktor Dörfler Creativity and Innovation in and d and

Marc Stierand,

Creativity Switzerlan

(2012) haute cuisine Management Kingdom Starred Chefs Management

German Michelin-

Viktor Dorfler creativity and innovation in y Hospitality United (2014) of


Stierand and phenomenological study of ContemporarFlorian Aubke Network Analysis Innovation Austria

A and

Marc B. Reflecting on a Journal of s Creative Hot Spots:


International NetherlandCreativity

(2012) (2014)

Frederic Leroy essay Technology Agogino Review

Scholliers and foodscapes: An exploratory and Alice Open Innovation Ecosystem States

Peter swiftly transforming Science & Belgium Sohyeong Kim Chez Panisse: Building an Management United

Geyzena, a Innovative traditions in Food Chesbrough, California

Anneke Trends in Henry

Pötzsch (2012) Savino (2013)

Österlund-Tommaso Haute Cuisine Planning


Society Finland Petruzzelli and Innovation: Lessons from

Susanne “Ubun

tu in Your Heart”
 Italy

and Culture & States and Messeni Search, Recombination, and Long Range

Hanne Larsen Food, United Antonio

(2011) (2013)

Isabelle Bouty for Thought Svejenova

Gomez and Influential Practice: Food Studies France Silviya Nordic Cuisine Technology

Marie-Léandre The Emergence of an Organization Pedersen and Process of Creating New Science & Denmark

Strandgaard

Beesley (2010) Jesper From Label to Practice: The Culinary Norway

Lisa G. occupational study of chefs Kingdom Byrkjeflot, Journal of

Robinsona and and intention to quit: An Management and United Haldor

Richard N.S. Linkages between creativity Tourism Australia

(2013)

Tom Baum approach of mixed methods

Journal Kingdom

Hu
(2010) development Management Chu Lin and culinary creativity: an

Monica innovative culinary Hospitality Peng, Ming-The constructing model of Quantity and United

Meng-Lei competency model of Journal of Taiwan Kang-Lin Quality & Taiwan

Developing a core

International Kitchens

Gomez (2013) Technology

Gourmet

Management Léandre Knowledge and Practice in Science &

Zopiatis (2010) competencies for success and Marie-Strategic Culinary France

Hospitality

Isabelle Bouty

Anastasios Is it art or science? Chef’s

Journal of Cyprus Creativity in Haute Cuisine: Journal of

International Oliver (2013)

Frøst (2010) L. Hervás-

Michael Bom meal Preference Monzó and J. Technology

Mielby, a molecular gastronomic and Denmark Martínez- Chefs

Line Holler Expectations and surprise in Food Quality Segovia , J. Patterns of Haute Cuisine Science & Spain

(2010) García-Creativity and Innovation Culinary

Luis Vives Freedom Barreto, P. Journal of

Garrigos, V.

Planellas and Chef’s Quest for Creative

Marcel Model in the Making: a Planning Spain J. Albors-

Svejenova, An Individual Business Long Range (2013) Development

Silviya Ottenbacher Case of New Product Technology Germany

M. C. Science &

States

(2010) Management Harrington and Innovation Process: The Culinary

Marc Stierand day alchemy? Ireland R. J. Managing the Culinary Journal of United

y Hospitality

O’Gorman and modern

Kevin cuisine innovation or ContemporarKingdom

John Cousins, Molecular gastronomy: Journal of United Oliver (2013)

International L. Hervás-

Author / year Title Source of origin Author / year Title Source of origin

Journal / Country Journal / Country

29 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

(2005) for artful learning Business Zenasni

Lotte Darso International opportunities Journal of Denmark k and Franck

(2005) AlicjaWojtczu

Ottensmeyer change at Unilever Strategy Martin Storme,

Edward of the arts: catalyzing Business States Mouchiroud,

Boyle through the creative power Journal of United Christophe

Mary-Ellen Solving business problems Kurtag,

(2004) Gyorgy

Mary Pinard Can Improve Business States Katell Guillou,

Creamer Leadership: How the Arts document United Georgsdottir, domains France

Alastair (Re)Educating for **Electronic Kingdom Asta findings from five creative Psychology 


Ted Buswick United Catherine, Creativity as action: Frontiers in Denmark

Desainte-

(2004) Tales of Arts-in-Busines *Book Myriam

Lotte Darso Artful Creation: Learning-eratur - Denmark Marc de Biaisi,

Samsfundlitt

(2003) About How Artists Work 


Botella, Pierre-

Lee Devin Managers Need to Know Hall - *Book States Marion

Rob Austin Artful Making: What FT Prentice United Bonnardel,

Nathalie

(2002) Art Making Todd Lubart,

Tony Ward Creativity in the Domain of Journal Australia Glaveanu,

Mace Theory Analysis of Research Zealand Vlad

Mary-Anne Process: A Grounded Creativity New (2012)

Modeling the Creative

Todd Lubart Multivariate Study Journal France

(2000) Art Paolo Ghisletta Visual Art: A Longitudinal Research d

ürst The Creative Process in Creativity Switzerlan

Gerda Gemser Selection System in Visual Science s F

uillaume

Wijnberg Transformation of the Organization NetherlandG

Nachoem M. Impressionism and the (2011)

Adding Value to Innovation:

Lozinskaya

(1999) residence program *Book States Patel, Dariya Art and Science students Creativity

Craig Harris Xerox PARC artist-in-MIT Press - United Booth, Vikita predictors of creativity in Skills and Kingdom

Art and innovation: The Tom W. United

(1999) Mark Batey, Individual difference Thinking

Barton Furnhama,

Jonathan Innovation: Final Report States Adrian

Kisfaludi on Art, Industry and Leonardo United contribution

Albert The Souillac II Conference France and (2011) students: an empirical The Arts

Georges-Todd Lubart creative process of arts Studies of France

Don Foresta Franck Zenasni approach to the artistic Empirical

Marion Botella

A dynamic and ecological

Author / year Title Source of origin

in‐business movement Strategy

Journal / Country (2010) arts‐

Lee Devin economic drivers behind the Business States

review – Art Robert Austin Not just a pretty face: Journal of United

Table 4. Works analysed in Part 2: Systematic literature (2010) Strategy

do with business? States

Merritt Business

What does beauty have to United

Source: Survey data. Suzanne Journal of

E. Ettlie (2016) (2010) change success Strategy

Sguera, John entrepreneurial chefs States Thomson culture at the core of process Business States

Francesco performance of Research United Graeme experiential leadership: Journal of United

Moedas, innovation and the Business and The art and science of

Abecassis-A learning perspective on Journal of Portugal in business

Celine Observe, innovate, succeed: (2010) eminent practicality of arts Strategy

(2016) haute cuisine Management Nick Nissley innovation upturns, and the Business Canada

Bockelmann capabilities in the context of Innovation economic downturns, Journal of

Laura on open innovation Journal of Germany Arts-based learning at work:

Andreas Braun An individual perspective International (2010) Strategy States

(2016) chefs David Green What good are artists? Business United

Formisano scientists and innovative International John Reaves Journal of

Diego gastronomy among food Reviews Italy gamut practice

Caporaso and trends of molecular Food (2009) within innovation: The full , policy & Australia

Nicola Developments, applications, Luke Jaaniste Placing the creative sector management

*Book Innovation:

(2016) elBulli Press - States the Arts

Pilar Opazo creativity and change at University United creative industries Journal in

Appetite for innovation: (2007) disciplinary

Columbia evolutionary view of the Australia

Jason Potts Multi-

Art and innovation: An

(2015) Restaurants *Book Journal:

Leschziner Creativity in Elite Press - The e-

Vanina At the chef’s table: Culinary University Canada (2007) Industry

among Art, Science and

Stanford Fourmentrau Innovation: An Interface Leonardo France

Jean-Paul

Governing Artistic

(2015) Strategy

Source of origin

Author / year Title Source of origin Author / year Title Journal / Country

Journal / Country

30 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

innovation. Under that perspective, while

reviewers agreed. organization creative process is the seed for

was reached. The articles were only included if all For Brennan and Dooley (2005) the

and disagreements were discussed until consensus 2013a).

simultaneously by the three researchers and doubts Sarooghi et al., 2015; Somech & Drach-Zahavy,

selection, the articles were evaluated Ceylan, 2014; Hennessey & Amabile, 2010;

and as a way to increase the reliability of the Dooley, 2005; Caniëls & Rietzschel, 2015; Dul &

Following the suggestion of other studies, Ande

rson, Potočnik,

et al., 2014; Brennan &

the results of the systematic literature review. places creativity in the roots of innovation (e.g.

and Tranfield (2009) this procedure aims to enrich An expressive number of recent studies

Systematic literature review. According to Denyer

sake of analysis, even though not included in the creativity and innovation

and issues here approached were considered for the 3 Review of literature: relation between

abstract as basis, studies converging to the problem

Systematic literature review. Thus, having title and Source: Survey data.

references of the studies selected in Part 2 -

Those were identified in the bibliographical

presented in Tables 2, 3 and 4 (tagged as “*”).

studies analyzed (e.g. books, reports, articles), both

reference sources have been included in the set of

identified in the ISI Web of Science database, other

It is highlighted that, in addition to the studies

Source: Survey data.

Management

Technology

Meer (2016) Innovation and s

Han van der Entrepreneurs, Art and Innovation NetherlandFigure 4. Methodological synthesis of the study

Journal of

International

(2016) amphibious artists Kingdom presents the synthesis of the methodology used.

Paul Hirsch links, conventions and Studies United construction of a theoretical framework. Figure 4

Patriotta in Art Worlds: Cooperative Organization States

Gerardo Mainstreaming Innovation United 1 and 2 of the study were analyzed aiming the

Table 4) the data obtained in parts

(2015) leadership Organization Denmark 1999 and 2016 –

Lotte Darsø and craft of creative & Kingdom concerning the Art domain (published between

Piers Ibbotson Directing creativity: The art Management United

Table 3), and 27 works

Journal of 2001 and 2016 –

through art

(2015) creativity and innovation concerning Haute Cuisine (published between

Table 2), 46 works

Tine Maenhout businesses stimulate Organization between 1966 and 2016 –

Eva Cools enterprise: Belgian & Belgium

den Broeck bridge between art and Management selected in the domain of Design (published

Herman van Arteconomy – Building a Journal of With basis on the analysis of 85 works

A Case Study of

(2014) Change question).

Tschang age & Social Singapore answer the investigation question (specific

Feichin Ted Renaissance and the digital Forecasting Kingdom

Sapsed, short: Lessons from the al United mention studies which specifically contribute to

Jonathan Art is long, innovation is Technologicapproaches innovation (relationship), to furtherly

(2013) (context); then it was observed how each domain

Todd Lubart

Marion Wolff, domains were firstly presented and contextualized

Myszkowski, Tranfiled, 2009). Due to such a challenge the

Nils factors Differences France

Martin Storme, process and multivariate Individual 


relationships between the components (Denyer and

Zenasni, How artists create: Creative Learning and Denmarkindividual studies as well as to identify

Franck

Glaveanu, synthesized in order to examine and dissect

Botella, Vlad each domain, the articles were analyzed and

Marion

(2013) After selecting the most relevant studies in

Author / year Title Source of origin

Journal / Country

2.2.2 Analysis and synthesis

31 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

Bharadwaj & Menon, 2000; Černe, Jaklič, & the commonly considered indicators of a creative

Hisrich, 2014; Anderson, Potočnik, et al., 2014; addition, Gehani (2011b, p. 84) points out some of

1. Individual creativity (A

hlin, Drnovšek, & the ability to solve problems; analytical ability. In

identified: interpersonal relationships; communication skills;

the 32 studies analyzed, six main approaches were circumstances; leadership; application skills;

relating creativity and innovation. Among innovation described as: the ability to adapt to

out with basis on current literature about studies directly on what the authors call the basic skills to

outcomes (Im et al., 2013), a research was carried according to Sohn and Jung (2010), depends

creativity as a predictor of strategic innovation certain social and contextual environments, which,

Thus, due to the need for further studies on generate, develop, and react to creative ideas in

innovation management process in practice. creativity studies focus on how individuals

the complexity and diffuse character of the by their basis in psychological theory, most

view, according to the author, fails in neglecting 1991, 1994). Im et al. (2013) find that influenced

group of people who put them in practice. Such a usually described as highly creative (Nonaka,

an individual is passed from hand to hand in a the organization regardless of whether the job is

comparing it to a "

relay race” - where the idea of each employee is critical to the innovativeness of

managing creativity in the innovation process by on individual creativity where the creativity of

(2015) mentions one of the biggest difficulties in usually seen as a process which depends

relation between creativity and innovation, Oddane For Litchfield et al. (2015) innovation is

Similarly, in what concerns the nonlinear a

t more

than one of these levels combined”.

innovative outcome. level of the individual, work team, organization, or

feature the process of converting creative ideas into work: "creativity and innovation can occur at the

paradoxes, dilemmas and unpredictability which (2014, p. 1298) point out the existence of levels of

reasoning by stressing the complexity, tensions, context of innovation, A

nderson, Potočnik, et al.

implementation phases. They justify their creativity and creative group approaches in the

equalization between the idea generation and the In what concerns individual

creativity is a determinant factor concerning the 2010).

argue that in a well succeeded innovation process, Perez-Luno Robledo et al., 2009; Sohn & Jung,

as an innovation antecedent, Sarooghi et al. (2015) 6. Basic skills and learning (Lee et al., 2010;

In opposition to the theorization of creativity 2008; Lee et al., 2010; Sohn & Jung, 2010);

Potočnik, et al., 2014; B

rennan & Dooley, 2005). 5. Incentive or compensation policies (Joy,

the idea implementation phase (Anderson, 2010; Somech & Drach-Zahavy, 2013a);

end; while studies on innovation, usually include Sleuwaegen & Boiardi, 2014; Sohn & Jung,

the idea generation phase - or fuzzy front Nijhof et al., 2002; Paulus & Dzindolet, 2008;

that investigation on creativity, typically explores 2013; Lee et al., 2010; Litchfield et al., 2015;

practices, or products”. Thus, it can be observed Dul & Ceylan, 2014; Ghosh, 2015b; Im et al.,

implementing ideas toward better procedures, C

aniëls & Rietzschel, 2015; Černe et al., 2013;

innovation refers to the subsequent stage of 4. Environment (A

nderson, Potočnik, et al., 2014;

stage of this process refers to idea generation, and Drach-Zahavy, 2013a);

and improved ways of doing things. The creativity al., 2002; Sok & O'Cass, 2015b; Somech &

products of attempts to develop and introduce new 2013; Gehani, 2011b; Ghosh, 2015b; Nijhof et

innovation at work are the process, outcomes, and Ande

rson, Potočnik, et al., 2014; Černe et al.,

creativity and innovation: “Creativit

y and 3. Leadership (Ahlin, Drnovšek, et al., 2014;

illustrate that proposing an integrated definition of 2013a);

Anderson, Potočnik, et al. (2014,

p. 1298) & Dzindolet, 2008; Somech & Drach-Zahavy,

Lup, 2015; Sarooghi et al., 2015) 2013; Nijhof et al., 2002; Oddane, 2015; Paulus

stage (Anderson, Potočnik, et al., 2014

; Lane & 2014; Brennan & Dooley, 2005; Černe et al.,

first stage, being those implemented in a second 2. Creative groups (A

nderson, Potočnik, et al.,

understood as the production of creative ideas in a 2013a; Stierand, Dörfler, & MacBryde, 2014);

2010; Sarooghi et al., 2015), innovation is usually Sarooghi et al., 2015; Somech & Drach-Zahavy,

new and useful ideas (Hennessey & Amabile, 2015; Oddane, 2015; Ohly & Binnewies, 2009a;

creativity has been defined as the generation of Š

kerlavaj, 2013; Ghosh, 2015b; Litchfield et al.,

32 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

of Haute Cuisine and Art also show an

(2014), the emergent phenomena require skillful what shows the topicality of the topic. The domains

this sense, according to Ande

rson, Potočnik, et al. the articles were published in the last five years,

critical thinking that facilitates team creativity. In identified was published in 1966. However, 50% of

contrasting ways of thinking, they may encourage innovation and creativity - the oldest article

introducing alternative interpretations and the first to explored the relationship with

solutions to an open-ended problem. By The literature on the domain of Design was

team members to generate many alternative was used.

members with high creative personalities may help domains. For this analysis, the HistCite software

Somech and Drach-Zahavy (2013a) argue that innovation and creativity and the three

employees express creativity, Gehani (2011b), the literature regarding the relationship between

set the contextual environments under which their This section aims at showing the context of

Thus, considering that leaders influence and

represented by the leader). 4.1 Descriptive results: characterizing the literature

individual creativity approaches (in some cases

between creative groups, environment and creativity and innovation in different domains

and at team context, that is, there is a strong relation 4 Systematic literature review: relation between

simultaneously at team members’ characteristics

innovation in teams, we should look al., 2013).

suggests that to fully understand how to promote creativity at the team level remains limited (Im et

contribute to team innovation. This approach creativity and innovation, since the research on

that situational and personal factors jointly challenges in studying the relation between

recently adopted an interactional approach, arguing 2014), we understand that this example illustrates

that creativity and innovation researchers have Coon, Lazenby, & Herron, 1996; Dul & Ceylan,

Somech and Drach-Zahavy (2013a) indicate influence on the creative process (Amabile, Conti,

(Hennessey & Amabile, 2010, pp. 578-579). many scholars in the area of creativity with direct

focus on the creative performance of groups environment an important concept investigated by

progression from attention to the individual to a Therefore, considering the organizational

and the creative process have, over time, shown a and basic skills and learning.

observed that investigations of creative behavior environment, incentive or compensation policies

areas in coherent "wholes". In that sense, it can be individual creativity, creative groups, leadership,

creative contributions from different functions and the team; all directly related with the themes:

difficulties in uniting individual consider ideas in ways that do not directly benefit

challenge to enterprises, since those face many members, such as failing to share, support, or even

according to Litchfield et al. (2015), is still a change of perspectives on the part of the team

perspectives (Boland & Tenkasi, 1995), which, authors, is based lack of engagement and lack of

integration of knowledge across multiple This second set of studies, according to the

converting creativity into innovation involves the inhibit the impact of creativity on innovation.

A commonly noted requirement for that highly creative team environments might

enterprises. of creativity to innovation, some research suggests

individuals has been often neglected by many team creative environment can improve the transfer

developing the creative mindsets of different strength of prior theory and research suggesting

according to Gehani (2011b), unfortunately, by Litchfield et al. (2015, p. 282): despite the

importance in a wide variety of jobs. Moreover, contradictory situations such as those pointed out

examine individual creativity despite its understood that can contribute to demystify

innovation research generally does not directly approaches identified is evident in literature. It is

Litchfield et al. (2015) emphasize that the since the interdependence between the main

involving puzzle-solving ability. can be benefited by the use a systemic approach,

output such as performance on creativity tests on the relation between creativity and innovation

and (3) the subjectivity of their actual creative Considering what was presented, the study

general intelligence, (2) mastery of a discipline, and improved ways of working.

individual are: (1) cognitive abilities including leadership in order to maximize the benefits of new

33 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

other hand, in the field of Arts, as well as in the

States, UK, as well as Spain and Taiwan. On the Design, Eco-Design, Life-style Design, Author

the study of creativity and innovation - e.g. United current approaches within its domains (e.g. Social

approaching Haute Cuisine as a promising field in experiences the proliferation and coexistence of

developed in countries with tradition in innovation according to Bonsiepe (2013, pp. 67-68) Design

been an increase in the number of studies Featured as a plural and diffuse domain,

a change in paradigm in that domain), there has

elBuli phenomenon in Spain (which gave place to 4.2 The context of the domains

of gastronomy. From 2007 on, with the boom of

France, a country with a strong tradition in the field Source: Survey data.

Education

International Journal of Engineering 2

published in the beginning of this century in Creativity and Innovation Management2

Technovation2

Haute Cuisine, the first studies identified were Research Technology Management2

Research in Engineering Design2

Long Range Planning2

a strong tradition on that domain. In what concerns Innovation

Journal of Technology Management & 2

Journal of Engineering Design2

States and Europe - namely in Italy, a country with F

utures2Industry and Innovation2

Design Studies2Creativity and Innovation Management2

innovation have greatly increased in the United CScience

oDesign22

International Journal of Gastronomy and Food

California Management Review2Long Range Planning2

Since 2010 publications relating Design and International Journal of Design3Tourism and Hospitality Research2

Management Decision3Creativity Research Journal2

The Design Journal4Trends in Food Science & Technology2Journal of Management and Organization2

Journal of Cleaner Production4Journal of Foodservice Business Research2Creativity Research Journal2

urce: Survey data. Design Issues12Hospitality Management6Leonardo2

International Journal of Comtemporary

SoJournal of Product Innovation Management12Journal of Culinary Science & Technology6Journal of Business Strategy7

ournalDesignJournalHaute CuisineJournalArt

ArtHaute CuisineDesignJ

Figure 7. Main sources of publication

2468101214161820

0

SA

Urelevance of that area contribution.

Italia

– Journal of Business Strategy –

UK demonstrates the

rance

Fsince the journal with the largest number of articles

stralia

Aumanagement becomes clear. It can be observed

he Netherlands

Tthe study of the creative process to innovation

China

Canadarelated to business management and economics on

ermany

GCuisine, an improvement of the interest of fields

eden

SwFinally, in the Art domain, like in Haute

enmark

DSpaincreativity.

Austriathe merger of management, innovation and

inland

Fhave published an expressive number of works on

aiwan

Tmultidisciplinary approach of the journals which

Figure 6. Countries with the largest number of publications relationship. However, we point out the

innovation journals have published papers on this

of global interest (figure 6). although recently some management and

were identified), demonstrating that the subject is areas of culinary, gastronomy and hospitality,

geographic dispersion (authors from 34 countries predominance of studies in journals related to the

The articles feature a considerable In the Haute Cuisine domain, there is a

management and innovation research.

Source: Survey data. domain (design research) but also in the field of

indication that the topic is not only relevant in that

esignHaute CuisineArt

DManagement and Design Issues. It is a clear

196619951997199920002001200220032004200520062007200820092010201120122013201420152016

0articles are Journal of Product Innovation

24character. The Journals with the largest number of

68the relevance of the topic and its embracing

1012been published in 42 different journals, what shows

14In the domain of Design the articles have

16

Figure 5. Number of articles per year of publicationcreativity.

concerns the relation between Art, innovation and

decade (figure 5). revealing constant investigative interest in what

improvement in the number of articles in the last other domains, the United States stands out, for

34 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

as in previous ones, the work "Archive Fever: Uses the studies investigated revealed the predominance

In order to contextualize the artistic domain, On the other hand, a qualitative analysis of

performance art, conceptual art. 2016).

appropriation, covers, remakes, sampling, Norman & Verganti, 2014; Yang & Sung,

media, street art, temporary art, abstraction, 2014; Davis, Docherty, & Dowling, 2016;

difficult disciplinary framing such as: mixed Silberzahn, 2016; Carlgren, Elmquist, & Rauth,

plural domain currently marked by practices of Innovation (Ben Mahmoud-Jouini, Midler, &

assuming the limitations of studying the vast and approaches in the scope of Design Driven

focus on what is understood by ‘visual arts’,

creation of sceneries and highlight for

For the sake of delimitation this study has its practices (co-design, Human Centered Design),

and photography in the last decades. models, Design Thinking, collaborative

traditional practices of painting, sculpture, drawing approach themes like social innovation, process

explosive expressive possibilities that surpasses the development of products, these studies

covered in this study, has experienced some based innovation strategies for application in the

The field of Art, understood as the oldest b. Process innovation - with focus on Design

novelty and familiarity. Schreier, Fuchs, & Dahl, 2012).

they learn to manage competing demands for Zhang, 2016; Moon, Miller, & Kim, 2013;

apprenticeships with well-known masters whereby for product innovation (e.g. Chen, Yang, Cui, &

novel business models, (iii) as well as through systematization of the idea generation process

reproduction, (ii) entrepreneurial capabilities and issues related to product looks and style and

creation through: (i) search, recombination and pe

rf

ormance and clients’ satisfaction, as well as

creation of opportunities for creativity and value instrumentalised way with focus on product

the studies based on Haute Cuisine that favor the innovation process is discussed in a

Petruzzelli and Svejenova (2015) point out some of a. Product innovation - the role of Design in the

and Entrepreneurship in the Food Industry, approaches of Design in the context of innovation:

Industry and Innovation Journal called Innovation investigated revealed the predominance of two

In the introduction to the special issue of the A qualitative analysis of the studies

650).

culinary field (Petruzzelli & Svejenova, 2015, p. innovation

culinary profession and initiating change in the 4.3 Relationship between the domains and

for Haute Cuisine, transforming the nature of the

science; they have paved the way to a new language gender issues and rights; personal narrative works.

distant fields, such as Art, Design, industry and sustainability; economic disparities; race and

international chefs, and in a dialogue with rather considered art; political and ethical subjects;

collaboration and sharing with other local and this domain include: the limits of what can be

have brought novel ideas into fruition in an open In this sense, some general current themes in

innovators, such as the Spanish chef Ferran Adrià, key dimension in artistic processes and results.

revival particularly in recent years. Radical condition and a reflection of the current society - a

industry, Haute Cuisine has experienced a notable (2004) positions "ambiguity" as a relevant

On the other hand, in the context of the food of fictional narratives). Complementarily Darsø

innovation process. manipulation and re-reading of facts in the creation

different and important contributes for the arts (with works characterized by recombination,

design of sceneries; since both can provide and (ii) the "domestication of the archive" by the

Kimbell, Ramirez, and Bhatti (2015) based on de information, art and identity, art and technology)

based on style design; or presented by Selin, "ethnographic condition" of art (art and

like that presented Brassett and O'Reilly (2015), currents in the context of contemporary art: (i) the

Co-design) coexist with subjective approaches –

different fields that highlight two great creation

(e.g. Design Thinking; Human Centered Design; Enwezor (2008) points out artistic practices in

systematic-natured design emergent approaches the artistic domain based on the study of archives,

Design). Therefore, literature reveals that 56th Venice Biennial) was used. In an analysis of

Design, Design Research and Experimental Enwezor (director of Haus der Kunst in Munich,

Design, Design-Art, Handcraft Design, Strategic of the Document in Contemporary Art" of Okwui

35 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

art to creative processes in other domains. Still

compare and (or) relate the creative processes of association between creativity and art by

five creative domains”

by Glaveanu et al. (2013) due not only to the already consolidated direct

that such an approach has expanded in the last years

(2011) and “Creativity as action: findings from

Art and Science students" by Furnham et al. has been observed recently. It is here understood

"Individual difference predictors of creativity in (similarly to shifts identified in the Design domain)

2011; Mace & Ward, 2002). Studies such as contrast to "innovation in the artistic process"

the “artistic creative process for innovation

" in

creation processes (Botella, Zenasni, & Lubart, on

This approach investigates variations in artistic A significant increase in number of studies

a. Innovation in the artistic creative process: integration agents (Bertola & Teixeira, 2003).

of two approaches: domains contribute to innovation as mediation and

the studies investigated revealed the predominance complexity. From such a perspective Design

In the context of art, a qualitative analysis of to facilitate and articulate creativity and

and creativity as a “process”, or a means

al. (2013). innovation

Petruzzelli and Savino (2015) and Byrkjeflot et domain of Design is addressed in studies on

as “case studies”. On the other hand, the

highlight Petruzzelli and Savino (2014), domain

traditional elements into new products, as studies on innovation and creativity apply to its

methods facilitating the recombination of role). As a result, a growing number of scientific

regional elements. In particular, it analyzes experience (in which creativity assumes a vital

industries resulting from the use of traditional or from "artefact", or dish, to complex sensorial

and process within cultural and creative in focus concerning innovation was observed -

investigates the development of new products design". In Haute Cuisine domain, a gradual shift

c. Recombination and tradition: This approach process - from "artefact design" to "process

Byrkjeflot, Pedersen, and Svejenova (2013). of design for strategical action in the innovation

Chesbrough, Kim, and Agogino (2014) and determines a shift in the instrumental participation

of studies based on external collaboration are: Design was mainly observed from 2010 on, what

such as Slow Food and Terra Madre. Examples approaching process innovation by means of

approach, which are often related to initiatives The increasing amount of studies

knowledge and domains are the basis of this der Meer, 2016).

integration and articulation of different kinds of Darsø, 2015; Merritt, 2010; Nissley, 2010; van

collaboration, network participation, as well as & Ottensmeyer, 2005; Darsø, 2005; Ibbotson &

b. Social and sustainability actions - and (iii) learning (Austin & Devin, 2010; Boyle

creative process in the innovation context. 2004; Reaves & Green, 2010; Thomson, 2010);

how molecular gastronomy can facilitate the Buswick, Creamer, & Pinard, 2004; Darsø,

systematic knowledge on food and cooking, and organizational change (Austin & Devin, 2003;

how chefs are dealing with the available 2007); (ii) incorporating creative practices for

Caporaso and Formisano (2016) also discuss Ibbotson & Darsø, 2015; Nissley, 2010; Potts,

Cousins, O'Gorman, and Stierand (2010) and 1999; Fourmentraux, 2007; Harris, 1999;

Other authors like Mielby and Frøst (2010), (Darsø, 2005; Foresta, Kisfaludi, & Barton,

from those used in industrial food production. with focus on (i) promoting collaboration

preparation techniques, which are often derived creativity. It seems important to remark some

the use of non-traditional ingredients or business in what concerns innovation and

realization of novel dishes frequently requires process and artistic production to economy and

significant technological developments, as the Many studies approach the contributions of the

based cooking is closely associated with b. The artistic creative process for innovation:

Vega and Ubbink (2008) argue that science-and art research.

relation between food science and technology. theory of creativity in the context of Psychology

molecular gastronomy with an emphasis on the educational purposes and for deepening the

explored the comparatively new phenomenon of explore art as a fertile field for studies for

a. Science and technology - This approach has art, and Fürst, Ghisletta, and Lubart (2012)

of innovation: study the influence of context on innovation in

of three approaches of Haute Cuisine in the context under this approach Sapsed and Tschang (2014)

36 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

Figure 10. Amount of studies on art identified x investigation

environment issues what reveals a gap in the

urce: Survey data. link between leadership, creative groups and the

Soimportant to point out that such theme can be the

groups6Creativedespite the absence of the theme in literature. It is

16Leadershipchef himself/herself, are constantly motivated,

Environment

10fundamental that those professionals, as well as the

Individual creativity

skills and learning2217Basicchef in the creation of dishes. For chefs, it is

or compensation policies1Incentiveconfidence restrict group of workers who assist the

mation of the

“creative hard core”, or

investigation main lines of Part 1 of the study for

Figure 9. Amount of studies on Haute Cuisine identified x chefs. That can be mainly due to the difficulty of

spite of being in practice, pointed as relevant by

Source: Survey data.

Haute Cuisine is not a highlighted in literature, in

The incentive or compensation policies in

groups35Creativeof the external nets established by the leader).

Leadership

21creativity of the groups itself is based on the study

19Environment

features; the leader’s skills are studied and the

creativity7Individual

skills and learning11Basicenvironment is studied considering the leadership

or compensation policies3Incentivehow other topics are approached (e.g. the

investigation main lines of Part 1 of the study as Ferran Adrià. That leadership is what determines

Figure 8. Amount of studies on Design identified x Michelin-starred chefs or innovation leaders such

innovation have concentrated on the cuisine of

follows: sense, most of the published studies on culinary

the study, Figures 8, 9 and 10 are presented as work; and very often, the restaurant itself. In that

Matching data with the findings of Part 1 of a

uthorship

and "chef’s signature" overlaps the team

study. division of tasks in the creative processes where the

group, the six issues identified in Part 1 of this determinant and crucial; the study revealed, a clear

volume of studies approaching, isolatedly or as a vertical hierarchy, the role of the chef is

the different contexts was observed, as well as the domain. Since in Haute Cuisine, a field featured by

analysis, the interaction dynamics of the issues in presents a strong connection with leadership in that

in each domain studied. With basis on a qualitative individual creativity; an approach that in its turn,

the central axis of creativity management models The domain of on Haute Cuisine, highlight

Theoretical Framework was the identification of model.

The starting point for the construction of the the central axis of the its creativity management

on individual creativity, but having leadership as

5 Theoretical framework Cuisine, highlighting the predominance of studies

studied. An exception was observed in Haute

exploration).

(where these are grouped together for mutual pointed out as central axis within each domain

artistic, business and academic collaboration volume of studies which approach the issues

professors who see great value in arts); and (iii) environment. In practice, such data match the

business in the academy (mainly management Cuisine, the leadership; and in Art, the

(practical applications for enterprises); (ii) art and model: in Design, the Creative groups; in Haute

highlighting variables: (i) art in enterprises axis corresponding to each creativity management

well as the scenario pointed out by Darsø (2005) The findings reveal the existence of a central

Arteconomy (e.g. van den Broeck et al., 2015) as Source: Survey data.

instances like the non-profit organization

this new collaborative scenario are clear in groups12Creative

Leadership

Ottensmeyer, 2005; Merritt, 2010). The reflexes of 12

Environment

in renowned enterprises (e.g. Boyle & creativity166Individual

between art and business for the sake of innovation skills and learning10Basic

Incentive or compensation policies

repercussion of successful integration instances 5

enterprises themselves, but also to the positive main lines of Part 1 of the study

37 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

organizational environments.

Thinking or collaborative practices in the

implementation of approaches like Design creativity and innovation in the organizations.

environments was also observed, markedly the individuals, what consequently has an impact on

Design for creativity in the organizational space and consequently in the emotional status of

studies stressing the positive influence of applying agent able to interfere positively in the physical

environments topics. The expressive number of with the environment topic, since Art is seen as an

being approached with leadership and may be due to the strong relation of such themes

Design is an issue not highlighted in literature, in spite of being little expressive in literature. That

the “incentive or compensati

on policies” topic in not have clear boundaries in studies on innovation,

As observed in the Haute Cuisine domain, a

nd “incentive or compensation policies” topics do

specific phases. in

the domains of Art, “basic skills and learning”

process in all stages, not only along development Last, but not least, it is important to point out that

competencies began to integrate the innovation (Botella et al., 2013; Glaveanu et al., 2013).

Design. As a

result, designers’ creative - need to interact, exchange ideas and be evaluated

articulator – inside or outside the domain of nature (Botella et al., 2013); (iii) interaction ability

in which the designer can have the role of process imagination; lively, ambitious and nonconformist

observed in the first part of the qualitative analysis openness to new experiences, fantasy, and

instrumental to Strategical Design. That was Botella, Zenasni, & Lubart, 2010); (ii) receptivity -

domain of Design, evidencing a gradual shift from stages at the same time (Botella et al., 2013;

Leadership has been a relevant theme in the versatility - artists can engage in many creative

conducting such processes. useful to leaders: (i) Unpredictability and

dynamics as well as on the ability of the leader in innovation. Examples of artists characteristics

study on the promotion of collective creative artistic skills to manage collective creativity for

and learning” topi

c is approached as a set with the groups, as it discusses how leaders can build on

a perspective, it wa

s observed that the “basic skills leadership is directly associated with creative

represent a group e not a single author. Under such In contrast to Haute Cuisine in the field of art,

the leader’s and

individual members’ and thus creativity in enterprises.

nets in which the group creative dynamics overlap leadership to create an environment conducive to

prevalence of the collective work in collaborative direct relationship between learning, art and

Handcraft Design. The result of such a shift is the context of innovation stand out, highlighting the

in the logics of Author Design, Design-Art and to the improvement of the environment in the

Design Research; and consequently, less and less the great volume of studies on contributions of art

according to the logics of Strategic Design and process to innovation in enterprises). In this sense,

universe, the designer operates more and more identify possible contributions of the artistic

business universe and more distant from the artistic context of management and economy (aiming to

(Bonsiepe, 2013), as Design becomes closer to the do during the creation process), and the latter in the

and Arts. Although different approaches coexist focus in understanding and describing what artists

feature of Design in contrast with Haute Cuisine context of the art, education and psychology (with

concerns creative processes. That is a distinctive the context of art, being the first observed in the

hierarchic horizontal model prevails in what the relation between innovation and creativity in

creativity in groups in that domain where the sets of interests in the works analyzed concerning

the progressive increase of studies focusing on emphasizes creative groups. That reveals different

enterprises (Litchfield et al., 2015), it was observed (ii) 'artistic creative process for innovation'

knowledge through multiple perspectives in process' emphasizes individual creativity whereas

that, although there is difficulty in integrating analysis: (i) 'innovation in the artistic creative

contrast with individual creativity. It is understood scope of the approaches identified in the qualitative

predominance of creative groups approach in boundaries between such typologies within the

of Haute Cuisine, the studies on Design reveals the However, it is important to highlight clear

In contrast with data obtained in the domain literature in contrast to individual creativity.

Cuisine. revealed group creativity as more recurrent in

investigation concerning creativity and Haute The analysis of studies on the field of art

38 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

innovation under different domains' lens (and the by means of direct observation of the domains

investigates the relationship between creativity and Future research could expand these findings

comprehensive variety of fields of knowledge that area of creativity management.

The analysis of the findings reveals: (1) the as well as a starting point for future studies in the

the study are highlighted. detailed studies of creativity in different domains,

creativity". In that sense, the main contributions of which can be understood as a fertile soil for

discussion on the "conceptual definition of approaches to innovation within the fields studied,

the theme and does not intend to exhaust the analysis of the domains context reveals different

innovation, this study assumes the complexity of relationship between domains). In addition, the

theory on the relationship between creativity and sources of ideas, external influence, partnerships,

challenge of contributing to the clarification of the innovation process inside organizations (e. g.

this entity they call creativity? Thus, given the creativity management can be used in the

to be investigating, and how do they operationalize reinforces the idea that alternative models of

is it that contemporary creativity researchers claim process fluency and results optimization, and also

presented by Hennessey and Amabile (2010): What and innovation (Oddane, 2015) contributes to

As a result, it raises issues similar to those The nonlinear relationship between creativity

new connections with different knowledge fields. (2014).

barrier phase and undergoes changes as it creates innovation proposed by Ande

rson, Potočnik, et al.

creativity experiences a disciplinary overlapping matches the integrated definition of creativity and

It was observed as a field of study, production of creative ideas in a first stage), what

models and studies that place it as a start (the

6 Implications and Further Research throughout the whole process, in contrast with

creativity provides supports for innovation

urce: Elaborated by authors (2017). domains studied, it was also observed that

So

even the characteristics of each enterprise. In the

leadership depending on the size, area of action and

both creativity approaches as well as the type of

suggest the possibility of articulating and adapting

between creativity and innovation, since findings

contribution to the studies on the relationship

That is understood here as a relevant

as well.

presenting a strong connection with creative groups

influenced and influences leadership besides

attention is given to environment, a topic which is

Figure 11. Theoretical framework in the model identified in the field of Art, a great

marked by individual creativity. On the other hand,

study to be applied in the context of innovation: leadership can be observed in a model strongly

creativity management typologies identified in the process). In Haute Cuisine emphasis given to

theoretical framework (figure 11), illustrates three articulator in the organizational innovation

Taking that into account, the following acknowledgment of the Design role as a creative

creativity and innovation inside organizations). environment (highlighting the increase of

the exploration of art as the motivation tool for of Design, heavily influenced by leadership and the

influence in the external environment (highlighting creativity management model identified in the field

combination of inner motivating environment and Creative groups are the central axis of the

the cultural and regional aspects; (iii) Art - a theme.

influence in the external environment, markedly results reveal the topicality and relevance of the

concerning creativity; (ii) Haute Cuisine - creativity and innovation. We understand that these

(i) in Design - the inner motivating environment relating the studied domains to the investigation in

becomes evident and relevant: progressive increase in the number of studies

environment in the domains under investigation geographic dispersion of the studies; and (3) the

Taking that into account, the role of the growing interest of the management field); (2) the

39 Revista de Negócios, v. 22, n. 1, p. 20-46, January, 2017.

doi:http://doi.org/10.1016/j.lindif.2013.02.008

doi:10.1177/0149206314527128 Differences, 26, 161-170.

of Management, 40(5), 1297-1333. multivariate factors. Learning and Individual

Innovation and Creativity in Organizations. Journal How artists create: Creative process and

Myszkowski, N., Wolff, M., & Lubart, T. (2013).

Anderson, N., Potočnik,

K., & Zhou, J. (2014).

Botella, M., Glaveanu, V., Zenasni, F., Storme, M.,

doi:10.1177/0149206314527128

Management, 40(5), 1297-1333. Barbacena: EdUEMG.

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empreendedorismo corporativo: resultados e comportamento empreendedor.

ma” de empreendedor

ismo corporativo. Além disso, distinguimos entre dois níveis de

ci

ermite ex

plorar o papel dos gerentes de primeiro nível em um processo “de baixo para

p

intermediária (gerentes) e a alta administração (CEO e diretores). Essa perspectiva

concentra em três níveis da organização: o setor de produção (pessoal), a gerência

renovação, proatividade e tomada de risco) ao examinar sua influência na PI. O artigo se

comerciais, agressividade competitiva, inovação de produto / serviço e processo, auto-

diferentes dimensões do CE (comportamento inovador, novos empreendimentos

para a percepção da relação entre CE e PI. Eles mostram que é significativo separar as

componentes principais (mapas fatoriais). Os resultados mostram que o país é importante

de alta tecnologia.

técnicas estatísticas: estatística descritiva, árvore de decisão, análise de cluster e

Subsidiárias de multinacionais h

íbridas para abordar os efeitos de diferentes dimensões de EC em PI. Adotamos quatro

estrangeiras; uma abordagem de estudo de dois casos, empregamos análises qualitativas-quantitativas

Desempenho de subsidiárias influenciam a PI? e (2) Em que medida o contexto do país-sede é importante? Utilizando

Distância Institucional; duas questões principais de pesquisa: (1) Como as diferentes dimensões do EC

Distância Cultural; Corporativo-CE e o Desempenho Internacional-IP. Mais especificamente, abordamos

Empreendedorismo corporativo; O objetivo geral deste artigo é examinar as conexões teóricas entre o Empreendedorismo

PALAVRAS-CHAVE RESUMO

of corporate entrepreneurship: results and entrepreneurial behavior.

process of corporate entrepreneurship. Furthermore, we distinguished between two levels

Such perspective allows to explore the role of first-le

vel managers in a “bottom-up”

Double blind review

sector (staff), middle management (managers), and top management (CEO and directors).

ISSN 1980-4431

influence on IP. The paper focuses on three level of the organization: the production

p

rocess innovation, self-renewal, proactiveness, and risk taking) when examining their

Accepted 28.03.2018 behavior, new business ventures, competitive aggressiveness, product/service and

Received 03.03.2018 IP. They show that it is meaningful to separate the different dimensions of CE (innovative

results show that country matters for the perception of the relationship between CE and

subsidiaries.

statistics, decision tree, cluster analysis, and principal components (factorial maps). The

High Tech Multinational different dimensions of CE on IP. We adopted four statistical techniques: descriptive

apSubsidiaries;

proach, we employ hybrid qualitative–

quantitative analyses to address the effects of

Performance of Foreign IP and (2) To what extent the context of host country matters? Using a two-case study

Institutional Distance; address two main research questions: (1) How do different dimensions of CE influence

Cultural Distance; Corporate Entrepreneurship-CE and International Performance-IP. More specifically, we

Corporate Entrepreneurship; The overall purpose of this article is to examine the theoretical connections between

KEYWORDS ABSTRACT

5 Universidade Regional de Blumenau (FURB) - marleen.hensbergen@gmail.com

4 Halmstad University/ Sweden - svan@hh.se

³ Universidade Regional de Blumenau (FURB) - mohamedamal.amal@gmail.com

² Fundação Getúlio Vargas (FGV-EAESP) - tales.andreassi@fgv.br

¹ Universidade Regional de Blumenau (FURB) - profamarianne@gmail.com

Marianne Hoeltgebaum¹, Tales Andreassi², Mohamed Amal³, Svante Andersson, Marleen Hensbergen

45

Performance: a Cross-Country Study

Corporate Entrepreneurship and International

1 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

from both MNCs. It is one of the leading countries reinforce performance on an international level

several reasons. The country hosts subsidiaries taking in different countries, an organization can

We decide to study the case of Brazil for involves the commitment of resources and risk

national contexts. Furthermore, because internationalization

multinational subsidiaries operating in different 1997).

how they affect strategies and performances of (Knight and Cavusgil, 1996; Madsen and Servais,

and hierarchies among the variables and to explore integrated efforts of cooperation across nations

theoretical opportunity to examine the differences collaboration and involving frequent, intense, and

Third, the link between CE and IP represents a partnerships characterized by close international

contexts shape the strategic orientation of firms. distribution channels. This ability often occurs in

Second, we specifically examine how different including the ability to access effective R&D and

Entrepreneurship affect International Performance. positively associated with high innovative skills,

different components of Corporate operating in specific high-tech industries is

1995), few studies have explicitly focused on how accelerated process of internationalization by firms

organizational performance (Zahra and Covin, Jones et al. 2011). Research has also found that the

generally found that CE has a positive impact on international business (Keupp and Gassman, 2009;

several ways. First, although prior research has highlighted the importance of top management in

MNCs. Our study contributes to the literature in in the international entrepreneurship field have

and IP and test them by analyzing two cases of managers (Andersson, 2000). Several researchers

examine the theoretical connections between CE strongly influenced by the decisions and choices of

The overall purpose of this article is to firms have different international strategies that are

institutional environments and industries. of the firm. However, studies have shown that

dimensions to capture the effects of CE in different unable to influence and shape the strategic choices

comparative studies. Thus, we adopt more deterministic path, decision makers are largely

of CE is more effective for cross-country When firms grow according to a

We posit that this multidimensional approach a process of increasing experiential knowledge.

institutional differences among countries. Eriksson et al. (1997) internationalization refers to

corporations (MNCs) cope with cultural and 1977, 2009). According to Penrose (1995) and

important to establish how multinational International Business (Johanson and Vahlne,

International Performance (IP) is particularly extensively investigated by scholars in the field of

between corporate entrepreneurship (CE) and Firm internationalization has been

However, when examining the relationship

between CE and IP. 2.1 International Performance

better understanding of the complex relationship

perspective with specific avenues that may add 2 Theoretical Framework

can provide the corporate entrepreneurial

additional divisions in the number of dimensions contexts.

However, we believe that by including how CE influences IP in different international

subsidiaries in the host countries. with our research findings, drawing attention to

economic and financial performance of MNC provide the method and approach. We conclude

international performance, we understand the and present our general framework. Second, we

markets (Zahra and Covin, 1995). Under our study, after which we present relevant theory

performance of firms in both domestic and foreign provide an account of the theoretical foundations of

that proactiveness and innovativeness affect the The article proceeds as follows: First, we

In particular, the entrepreneurship literature shows its effects in different contexts.

and grow in the foreign markets as global players. industries to capture the effects of innovation and

their abilities to develop unique strategies to enter We decided to address the case of high tech

performance (IP) of firms is highly correlated with performance.

research indicates that the international corporate entrepreneurship and international

Entrepreneurial and international business context analysis in the general framework of

case of Brazil provides the opportunity to include

1 Introduction among emerging economies. Finally, studying the

47 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

renewal are key factors that will support the et al., 2011). Various scholars have shown the

Proactiveness, innovative behavior and self-which facilitates access to specific assets (Farinós

such dimensions affect the performance of firms. achieve this is through an acquisition strategy,

perspective is not sufficient to understand how strategies in the pursuit of wealth. One way to

general firm conditions to growth. However, such and value creation. They also adapt entrepreneurial

important perspective to the establishment of the opportunities and pursue them through exploitation

innovative behavior, and self-renewal. This is an new markets. They manage to find business

includes the dimensions of proactiveness, technologies, introduce new products, and enter

company with more innovative inputs, which new ways of doing business, develop new

entrepreneurial behavior, that subsidizes the Entrepreneurial firms are those that identify

of entrepreneurial activities, defined as Covin, 1995).

The first emphasizes the behavioral features of superior competitive positions (Zahra and

two main perspectives of CE. while also providing a foundation for the creation

overcome such limitations, we distinguish between identification and pursuit of lucrative opportunities

in cross-country comparative analysis. To dimensions are vehicles that stimulate the

capture the diversity of the activities, particularly add value to the company is that the key

three dimensions has proved to be too restrictive to 1996). The implicit logic behind the belief that CE

of the CE dimensions. The classical framework of performance of the firm (Lumpkin and Dess,

Kuratko et al., 2004) suggest different typologies more heavily on or have less of an influence on the

Antoncic, and Hisrich, 2001; Goosen et al., 2002; circumstance. Certain dimensions either weigh

Several authors (Covin and Miles, 1999; independent of one another in a given context and

Zahra and Covin, 1995). The dimensions can be

competitive aggressiveness and autonomy (see

2.2 Corporate Entrepreneurship (1996) refer to the other two dimensions as

Brazeal and Herbert, 1999). Lumpkin and Dess

stimulates innovation. fir

m’s

entrepreneurial orientation (Miller, 1983;

is different from current activities and thus taking, and proactiveness are strongly related to a

markets could be considered an experience, which show that the dimensions of innovation, risk

exposure to diverse stimuli. Expansion into foreign The first three come from prior researches that

the enriched sources of knowledge gained through used in the literature of corporate entrepreneurship.

internationalization enhances innovation through organization. The same dimensions have been also

Zahra et al. (2009) state that shape entrepreneurial orientation in an

(innovativeness and risk. taking) and IP. to

new

entry.” They identify seven dimensions that

dimensions of corporate entrepreneurship practices, and decision-making activities that lead

and IP but no relationship between the other two e

ntrepreneurial orientation as “the processes,

find a positive relationship between proactiveness Lumpkin and Dess (1996, p. 136) define

connected with International Performance. They performance.

(Miller, 1983; Covin and Slevin, 1991) are compete in foreign markets and generating high

proactiveness, innovativeness and risk taking institutional contexts, in powerful assets to

the three dimensions of corporate entrepreneurship, entrepreneurial behavior, particularly in different

Frishammar and Andersson (2009) investigate how dimensions, on the other hand, will convert the

competencies (Zahra et al., 2004). In addition, innovation, and new business ventures. These

MNCs to identify new markets and develop new aggressiveness, product/service and process

international CE. Such dimensions are relevant for companies, which include risk taking, competitive

must be incorporated into the general concept of results that will focus on the result of the

and venturing are two important dimensions that The second perspective is entrepreneurial

geographic expansion and exploration. Innovation outcomes.

applies the dimensions of CE to higher levels of transform such firm assets in specific market

International Corporate Entrepreneurship entrepreneurial result, which focuses on how to

et al., 2004). firms need to possess and develop a perspective of

situations of high domestic uncertainty (Dimitratos enter into different foreign markets. However,

through entrepreneurial activities, particularly in internationalization of firms and their strategies to

48 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

(Knight, 1997). This is also studied by Dean and renewal, the greater is the IP of firms operating in

environment shows to be dynamic and shifting proactiveness, innovative behavior, and self-

innovation, especially when the external we suggest that the higher the level of

large importance for the pursuit of strategic culture and institutional environment. Therefore,

organization, an corporate entrepreneurship is of to broader measures of transforming the existing

Regardless of the size or the type of an innovative entrepreneurship have to be connected

Kong that efforts to overcome obstacles to

Sharif (2012) has pointed, in the case of Hong

2.3 Context and International Performance stimulate entrepreneurial behavior among firms.

uncertainty and institutional void are more likely to

performance. theory, which predicts that the contexts of high

their full potential impact on financial The second approach is based on institutional

practices might not have sufficient time to reach industries.

come to light in the long run. In the short run, CE according to the type and competition level by

financial performance, which is more likely to differences in intensity and type of dimensions

of an organization is captured mainly by its interactions between CE and IP can present

benefit of entrepreneurship within the boundaries behavioral dimensions. This suggests that the

achieve superior results. They also find that the entrepreneurial results may be higher than the

term strategy rather than a short-term focus, to companies, the effects of the dimensions of

suggest that CE should be approached as a long-with high competition and rivalry between

terms of growth and profitability. As such, they industry. This suggests that in the case of Industries

between CE and firm financial performance in structure and rivalry, and related and supported

also show that there is a strong positive relationship factor condition, demand condition, firm strategy

Using a longitudinal study, Zahra and Covin (1995) effects of four categories related to competition:

advantages related to competitors (Knight, 1997). on

Porte

r’s (1999) approach, which addresses the

and is a key element in the procurement of based on two main approaches. The first one, based

because it helps stimulate superior performance We suggest to capture the context effect

posture. Entrepreneurial activity is essential factors (Zahra and Covin, 1995).

entrepreneurial activity and entrepreneurial 2005), or respectively as internal and external

(1999) argue that CE is strong related to (Lumpkin and Dess, 1996; Dess and Lumpkin,

(Ahuja and Lampert, 2001). Covin and Miles organizational and the environmental context

access to resources and the creation of new ones influence the EO are categorized into the

Corporate Entrepreneurship enhances the context-dependent. The contextual factors that

rewards. performance. They argue that this relationship is

antecedents, such as management, autonomy, and the strategic app

roach, such as EO, and a firm’s

result of a combination of organizational (1996) emphasize the relationship, there is between

find that entrepreneurial outcomes are often the strategic control attributes. Lumpkin and Dess

on the antecedents of entrepreneurial behavior and of the planning, the locus of the planning and the

move in new directions. Kuratko et al. (2004) focus industry, the flexibility of their planning, the scope

products, strategy, structures, and operations, to practices such as the scanning intensity of the

development of different aspects, including intensity is influenced by the strategic management

activity-oriented phenomenon that enhances the and Bluedorn (1999) that the entrepreneurial

intrapreneurship, implying that CE is primarily an and Shepherd, 2003), it is also found by Barringer

intentional and behavioral aspects of account that EO is a strategic approach (Wiklund

existing organization.”. They emphasiz

e the direction (Weerawardena et al., 2006). Taking into

to CE and define it as “entrepreneurship

within an their perception and choice of strategy and

“intrapreneurship” (see also Pinchot, 1985) to refer managerial perspective of the industry through

Hisrich (2001, p. 498) use the term orientation of an organization is often reliant on the

1996; Covin and Miles, 1999). Antoncic and competitiveness. The choice for strategic

performance (Miller, 1983; Lumpkin and Dess, related to the industry dynamism and the level of

innovation and its competitive advantage and level of competition of an industry is closely

importance of CE in relation to a firm’s

level of Meyer (1996) who found that the structure and

49 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

firm’s IP. As such, we posit that the

institutional

managers’ ability to ove

rcome barriers, eventually

show how this perception, limited by resources and in terms of how the different dimensions shape a

management on these organizational factors, they We also suggest that national context matters

In their model for the perception of middle innovation and new business ventures.

Entrepreneurship. aggressiveness, product/service and process

the greatest influence on Corporate following dimensions: risk taking, competitive

Of these, they show that management support has performance. This perspective considers the

time availability, and organizational boundaries. entrepreneurial results, which focuses on the firm

management support, work discretion, rewards, outcomes of entrepreneurial activities, or

activity within an organization. These factors are capture the individual behavior. we emphasize the

factors to stimulate and promote entrepreneurial renewal. This perspective is more oriented to

should recognize five internal organizational proactiveness, innovative behavior, and self-

Hornsby et al. (2002) argue that middle managers entrepreneurial behavior, which include

entrepreneurial activity in an organization. 1). First, we emphasize the behavioral features of

environment influences the presence of between two main perspectives of CE (see Figure

Covin and Slevin (1991) state that the external Messeghem, 2003), we propose distinguishing

of the country in which the organization is based. 1994; Zahra and Covin, 1995; Wiklund, 1999;

that strategic decisions are dependent on the culture with prior researches (Miller, 1983; Morris et al.,

context dependency, Dimitratos et al. (2011) find To overcome such limitations and in line

product–market life-cycle stage). In terms of how CE affects IP.

industry characteristics (e.g., globalization, dimensions would limit our understanding about

complexity, governmental regulations, and suggest that restricting the entrepreneurial

level, including dynamism, munificence, competition. The implications of such outcomes

context contains factors that rely on the industrial high uncertainty or industries with high

team characteristics. The environmental or external develop complex behaviors in environments with

resources, culture, systems, and top management contexts. For example, firms are more likely to

strategy, strategy-making processes, firm operating in different institutional and industrial

topics on a corporate level, such as size, structure, dimensions can lead to different outcomes when

The organizational factors are related to country comparative analysis. That is, the

1995). entrepreneurial activities, particularly in a cross-

external factors, respectively (Zahra and Covin, capture the diversity and complexity of

(Lumpkin and Dess, 1996), or as internal and dimensions has proven relatively too restrictive to

organizational and environmental contexts corporate entrepreneurial framework of three

entrepreneurial orientation are categorized into As mentioned previously, the classical

The contextual factors that influence introductory stage, not in the maturity stage.

argue that this relationship is context dependent. occurs when firms enter an industry in the

entrepreneurial orientation) and performance and the industry life cycle. The best performance

ventures is significantly dependent on the stage of

between the firm’s strategic approa

ch (e.g.,

and Dess (1996) emphasize the relationship They also show that the performance of new

planning, and strategic control attributes. Lumpkin concentration and high product differentiation.

of planning, the scope of planning, the locus of industries with a relatively low degree of industry

competitive intensity of the industry, the flexibility of new ventures is significantly more prominent in

strategic management practices, such as the and McDougall (1998), which find that the creation

find that entrepreneurial intensity is influenced by Dess, 1996). This notion is confirmed by Robinson

Shepherd, 2003), Barringer and Bluedorn (1999) in highly competitive industries (Lumpkin and

orientation is a strategic approach (Wiklund and likely to have a positive influence on performance

Taking into account that entrepreneurial competitive aggressive posture, which is more

positive influence on firm performance than a

2.4 General Framework uncertainty and rapid change, may have a more

Dynamic environments, characterized by

strategy chosen by the executive management.

countries with high-risk and uncertainty. leads to the implementation of the entrepreneurial

50 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

information derived from the data collection, we Given our research interest, we designed a

operate in Brazil. To ensure relevance to the Netherlands and Brazil.

Sweden and The Netherlands, respectively, both headquarters and subsidiaries, in Sweden,

Alpha and Beta, which are headquartered in and focused interviews with managers from

The study consisted of documentary research

continuous involvement in foreign markets—

that operate in high-tech industries and engage in

We selected two companies (Alpha and Beta) 3.2 Data Collection

Performance.

Corporate Entrepreneurship and International well as offices in China, Italy, and Spain.

interactions between the different dimensions of States, Japan, Australia, India, and South Africa, as

and analyses to evaluate the different levels of subsidiaries in Holland, Sweden, Brazil, the United

qualitative approach, with quantitative assessments According to its website, in 2012 Beta had

hybrid methodological procedures, using a success, with an average growth of 11% per year.

IP. Using a two-case study approach, we employ professionals. The firm also has a history of

We examine the relationship between CE and is staffed by a functional team of highly qualified

the end of the 1960s, in a small city of Holland, and

3 Methodology Beta is a high-tech MNC that was founded at

China.

Source: Elaborated by authors (2017). Italy, Canada, The Netherlands, Australia, and

the United Kingdom, France, Germany, Japan,

ventures. company principally operates in the United States,

New business as 33 manufacturing plants in 14 countries. The

National Context

innovativeness; proprietary sales companies in 33 countries, as well

process Extended Care, and Infection Control. It has

Product/service and three business segments: Medical Systems,

aggressiveness; 2013 of 7.05% per year. Today, the company has

Competitive

Risk-taking; successes, with an average growth from 2009 to

results:

firm’s

2013 annual report, it has a history of

the

Entrepreneurial Performance supplier in the health care industry. According to

International

twenty century, in a small city in Sweden, and is a

Self –Alpha was founded in the beginning of the

renewal.

Innovative behavior;

Proactiveness; 3.1 Sample

behavior:

repreneurial

Ententrepreneurship.

Figure 1. Main perspectives of CE mana

gers in a “bottom-up” process of corporate

perspective allows to explore the role of first-level

national context matters. top management (CEO and directors). Such

entrepreneurial results dimensions on IP and why sector (staff), middle management (managers), and

on the effects of entrepreneurial behavior and the levels within the organization: the production

each dimension separately and suggest hypotheses Audretsch, 2013), was to run interviews on three

on IP. In the following subsections, we discuss (Burgelman 1983a, b; 1984; Kuratko and

context in shaping the effects of the two sets of CE particular, our goal, following other studies

of CE on IP. The third aims to explicate the role of were willing to agree to be interviewed. In

second set highlights the effects of the dimensions operated in the three countries at the same time and

dimensions of entrepreneurial results on IP. The Our challenge was finding companies that

previously. The first set pertains to the effect of the of Corporate Entrepreneurship.

of hypotheses based on the framework discussed tech industries, (iv) and presented strong evidence

contexts than others. We advance three main sets different foreign markets, (iii) operated in high-

some dimensions are more effective in specific using different modes of entry, (ii) operated in

on the individual dimensions and may explain why criteria: they (i) engaged in international activities

environment of the host country may have an effect selected the companies according to the following

51 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

respondents have a positive perception about the

Table 1. Variable Descriptions and Measurement

As reported in table 2, it seems that the

institutional websites.

complete our analysis, based primarily on 4.1 Descriptive Statistics

In addition, we used secondary data to

lationship to the f

irms’ IP.

management. re

perceptions of different hierarchical levels of establish the behavior of each dimension and its

number of interviews, but we tried to approach the 2012), with the aim to identify specific rules to

methodological strategy that focus on a limited decision tree technique (Loesch and Hoeltgebaum,

international performance, we adopt a interviewees in the company. Finally, we used the

corporate entrepreneurship dimensions and country of the subsidiary and to the position of the

qualitative approach of the interactions between the groups and subgroups, according to the host

Since our main objective is to present a Cluster analysis allows for the identification of

relevance for each context. entrepreneurial dimensions and their effects on IP.

dimensions, to establish their importance and establish the underlying relationships between the

to, besides estimating the effects of different for the principal component analysis was to

an in depth approach of the phenomenon, and, also samples, with limited case studies. Our objective

subsidiaries. This system of data collection allows adopted techniques are more suitable for small

management in the home countries of the facilitate convergence of the data analysis. The

subsidiaries, but also involving the high components (factorial maps). The four methods

need to collect the data not only from the cluster analysis (dendrogram), and principal

capture the interactions between CE and IP, it is a techniques: descriptive statistics, decision tree,

procedures were based on the assumption that to obtained this study opted to use four statistical

international performance. Our methodological Entrepreneurship dimensions, considering the data

entrepreneurship and on their perceptions of International Performance and the Corporate

the different dimensions of corporate To analyze the relationships between

levels of management of the two companies about

order to capture the different perceptions of all 4 Results and Discussion

We mainly structure the questionnaire in

interviews for each company. Source: Elaborated by authors (2017).

maintain a balance in terms of the numbers of

employees in the production area. We tried to

President from Brazil, 3 middle manager and 3

1 General CEO (responding for Europe), 1

representing the 3 different levels of organization:

the two companies, in three countries, and

In total, we interviewed 16 employees from

table 1.

measure the impact of CE on IP, as described on

The main dimensions and variables used to

intensity during the analyses.

perception), middle, and high (positive perception)

dimensions were ranked with low (negative

eight dimensions (1 IP+ 7 CE). The proposed

(1 = strongly disagree, 5 =strongly agree) for the

The script adopted a five-point Likert scale

International Performance.

one variable to capture the dimension of

the Corporate Entrepreneurship dimensions, and

measurement purposes, seven variables to capture

questionnaire with 42 affirmations; for

52 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

6, which suggests that a middle level of an entrepreneurial result. This company works with

The decision tree also provides rule number to proactiveness and self-renewal. Self-renewal is

impact on the firms’ IP. results. For Alpha, we observed that IP was related

(A). This means that proactiveness has a positive entrepreneurial behavior and entrepreneurial

likelihood that IP will be scored at the low level terms of the influences of the dimensions of

and self-renewal is in the middle (B), there is a 50% This primary result shows differences in

construction states that if proactiveness is low (A) between innovative behavior and proactiveness.

The basic rule number 2 of the tree decision Beta, the tree shows that the highest ratios are

between the dimensions. For the proactiveness and self-renewal variables, in

the different paths that capture the relationships greatest relationship with the IP occurred in Alpha.

rules. Our analysis identified 8 rules, pointing to also analyzed each company. We found that the

paths from root to leaf represents classification increased reliability of the data, the decision tree

(decision taken after computing all attributes). The behavior, and self-renewal dimensions. For

the test and each leaf node represents a class label directly related to the proactiveness, innovative

an attribute, each branch represents the outcome of The decision tree explains that the IP is

in which each internal node represents a "test" on renewal was medium.

The decision tree is a flowchart-like structure low when proactiveness was low and when self-

specific rules. was medium. Furthermore, the IP dimension was

from two branches, and based on this, we derived behavior was low or high and when proactiveness

model. The minimum of observations taken was was indifferent regardless of whether innovative

dimension as a separate class for the decision tree when proactiveness registered a medium score; it

dimensions and variables. We treated the IP behavior; however, we found that IP was high

following, we discuss the impact of each of these The same result can be found for innovative

middle management, and top management). In the regardless of whether self-renewal is high or low.

position within the company (functional operation, IP dimension is high when proactiveness is low,

country of origin of the employees, and their In summary, the decision tree shows that the

following control variables: company information, IP.

constructed the decision tree by considering the proactiveness, the high level of self-renewal, and

(low [A], middle [B], and high [C]). We relationship between the low level of

for all the precision and revocation of all classes According to rule number 3, there is no

classified correctly, with 100% accuracy occurring in 25% of the cases.

all 16 interviewed employees of our sample were behavior will result in a high level of IP, but only

In the evaluation of the tests' arrangements, proactiveness (B) and a low level of innovative

Rule number 4 explains that a middle level of

4.2 Decision Tree cases, as suggested by rule number 1.

renewal will lead to a high level of IP in 63% of the

urce: Survey data. A low level of proactiveness and self-

So70.7% of the sample.

behavior will have a positive impact on IP for

proactiveness and a high level of innovative

Rule number 7 shows that a middle level of

of IP in 50% of the cases.

innovative behavior will also lead to a middle level

Table 2. Perception of the Dimensions (per classes) of proactiveness combined with a middle level of

According to rule number 5, a middle level

dimension with the lowest scale perception. implies a middle level of IP.

same level. The variable risk taking was the 63% of the cases, a high level of proactiveness

and process innovation, and self-renewal on the a relationship between proactiveness and IP. In

behavior; new business ventures, product/service Rule number 8 of the decision tree highlights

respondents ranked the dimensions of innovative IP(A) of Beta.

belong. On the other hand, 37.5% of all innovative behavior, will negatively affect the

international performance of the companies they proactiveness (B), combined with a middle level of

53 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

dimensions, including competitive aggressiveness, IP perception of employees in the middle position.

Brazil is closer to the variables with the highest and lower positions, in Brazil, we observed a high

For the factorial map of Brazil, we find that middle, particularly by the employees in the higher

while Sweden and the Nederland registered low to

urce: Survey data. company employee perceptions. In terms of IP,

Soregarding the IP, and to differences in terms of

differences among the three countries, particularly

The factorial map points to significant

4.3.1 Hierarchical position

cluster analysis.

hierarchical position, companies, countries, and

implications of the factorial analysis for the

In the following we will discuss the

aggressiveness dimension.

revealed to be the middle competitive

Thus, the typical behavior found in businesses was

nearest dimensions of IP and innovative behavior.

Alpha and Beta are almost the same, with the two

employees of companies in The Netherlands,

When we run the factor only with data from the

proactiveness, innovative behavior, and risk taking.

Figure 2. Multifactorial map of the dimensions innovation, with the higher dimensions being

ventures and product/service and process

companies (see Figure 2). considered by respondents were new business

hierarchical level of the respondents at the quadrant to Brazil, and the closest low dimensions

each company and considering separately the The Netherlands appears in the opposite

countries (Sweden, Brazil, and The Netherlands for middle level of the proactiveness dimension.

understanding, we analyzed maps in the three businesses in Sweden was revealed as being at the

by the analyzed companies. For greater Brazilian subsidiary. Typical behavior found in

the dimensions and their relationships, as perceived Sweden, the same occurs as when we analyzed the

component analysis show the interdependencies of with only data of employees of companies in

multifactorial maps resulted from the principal to Alpha in Sweden when we run the factorial map

be multiplied to get the component score). The ventures, and self-renewal. The lower IP is closer

which each standardized original variable should dimensions of innovative behavior; new business

a particular data point), and loadings (the weight by Sweden finds itself between the middle

(the transformed variable values corresponding to behavior, risk taking, and new business ventures.

component scores, sometimes called factor scores renewal and with middle proactiveness, innovation

Analysis are usually discussed in terms of appears for Sweden and Brazil, with high self-

The results of a Principal Component higher dimension of CE. The highest IP dimension

companies; Beta in the Brazil factorial map has the

maps) high IP dimension lying in the middle of the two

4.3 Principal Component Analysis (Multifactorial profile of the two companies is different, with the

employees of companies in Brazil, we find that the

behavior dimensions were directly related to IP. use the factorial map with only the data of

also observed that the proactiveness and innovative company studied in any of the two cases. When we

agricultural products (i.e., seeds technology). We a profile more directly related to the typical

entrepreneurial behavior, such as R&D of Alpha as to Beta, which means that it does not have

second organization studied, engages in obvious Brazil finds itself in the same proximity to

entrepreneurship focusing on results. Beta, the business venture, and self-renewal.

high-tech medical equipment and needs more product/service and process innovation, IP, new

54 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

effectiveness of an established firm's and the aggregation methods were the average

can have a strong and persistent impact on the 1, and the measurement distance were Euclidian

explain, “the environmen

t in which CE is practiced the standardization of variables ranged between 0-

employees. As Zahra and Covin (1995, p. 55) hierarchical, the variables are the grouping objects;

more to top management employees and functional The cluster analysis, have had the rating

important to note that such perceptions are related related to each other.

middle level of new business ventures. It is business ventures and innovative behaviors are

product/service and process innovation and a dimension of risk taking. Furthermore, new

aggressiveness, proactiveness, self-renewal, and dimensions, which are interrelated, and with the

perspective: low levels of competitive effects on the proactiveness and self-renewal

The case of The Netherlands shows a similar innovation dimensions are related and have direct

level of, new business ventures, and self-renewal. aggressiveness and product/service and process

of risk taking and innovative behavior and a middle the cluster analysis shows, the competitive

lowest perception of IP, combined with a low level interviewees, and IP all affect the CE variable. As

The factorial map shows that Sweden has the variables. The country, the position of the

international trade. the company is located also influences all other

country, with a large economy, depending less on interviewees in the company. The country in which

innovation. Conversely, Brazil is a developing relationship between IP and the position of the

terms of internationalization, technology, and The cluster analysis identified a direct

countries are leaders among developed countries in

positive institutional environment. The two 4.4 Cluster Analysis

which has a high level of development and a

the two countries are located in West Europe, than that in Brazil and Sweden.

studies companies. For salience, it is important that the international dimension of higher performance

trade openness, and they are the headquarters of the The top management in The Netherlands realizes

countries with small economies and high levels of than the top management, especially for Alpha.

and Sweden. The two latter countries are developed management has a more positive perception of CE

This study includes Brazil, The Netherlands, IP. However, for CE, the map shows that middle

g

reater

is his or her impression of the company’s

4.3.2 Countries pe

rson’

s status increases in the company, the

top managements in Brazil and Sweden. As a

Brazilian quadrant. Netherlands have higher perceptions of IP than the

ventured, combined with a high IP perception in the employees in the top management in The

innovation, self-renewal, and new business particularly in the case of Alpha. Finally,

aggressiveness, product/service and process management has more positive perceptions,

employees have higher perceptions of competitive particular. However, for CE, it seems that middle

management—that is, middle management general and the greater the impression of IP in

management has better knowledge that the top greater is his or her impression of performance in

In this case, it seems that middle the status of the respondent in the company, the

planning. Summing up, the results show that the higher

typically involved during the execution of the general scores.

and directions, but middle managements are Alpha is a Swedish company with the lowest

country (Brazil).Top management gives the rules innovation, risk taking, proactiveness, and IP.

observed in companies located in the developing from Alpha for product/service and process

groups.” This behavior, in particular, can be general, the scores from Beta are higher than those

over individuals who belong to lower status social opposite quadrant from Sweden and Alpha. In

arrangements, which reinforce their dominance headquarters in The Netherlands and appears in the

benefit from the prevailing institutional In terms of company analysis, Beta has

belong to higher status social groups most often

Battilana (2006, p. 663), states, “Individua

ls who 4.3.3 Companies

lower-level employees have a low perception of IP.

The results of the factorial map suggest that e

ntrepreneurial behaviors.”

55 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

and Hood, 2000; Frost, 2001). This suggests that mainly entrepreneurial behavior dimensions,

production alternative (Dunning, 1996; Birkinshaw environments have to take under consideration,

that highlight developing countries as a low-cost companies operating in different institutional

Netherlands. This contradicts previous findings of Bierwerth et al. (2015). These mean that

higher perception of CE than either Sweden or the firm, which is in line with the meta-analysis review

same organization. Brazil presented a significantly behavior, self-renewal and innovativeness of the

international context has an influence on CE in the dimensions, mainly proactiveness, innovative

Second, the study shows that the the fact that IP is strongly dependent on some CE

the clearest positive connection with IP. implications for the management in MNCs. First,

However, the study shows that proactiveness has These findings suggest valuable practical

associations with International Performance.

innovative behavior, and self-renewal have direct 6 Implications and Further Research

2015). We concluded that proactiveness,

2006; Rauch et al., 2009; and Bierwerth et al., of employees.

Wiklund,1999; Messeghem, 2003; Covin et al., between IP and the internationalization perceptions

Covin, 1995; Sharma and Chrisman, 1999; important to investigate in depth the relationship

Ginsberg, 1990; Morris et al.,1994; Zahra and different from everything they know. Thus, it is

extensive literature review (Miller, 1983; Guth and that their internationalized company is quite

CE on IP. These dimensions were derived from an on the domestic market and have the impression

that is, they are focused more

and risk taking) when examining the influence of national oriented—

process innovation, self-renewal, proactiveness, implications, it seems that the employees are

competitive aggressiveness, product/service and as more national than international. In terms of

CE (innovative behavior, new business ventures, research shows that employees still perceive them

meaningful to separate the different dimensions of Although many companies are international, the

literature on CE and IP. First, it shows that it is their perceptions of CE and internationalization.

This study contributes in several ways to the hierarchical position of employees, the lower are

entrepreneurial behavior. study, we can conclude that the lower the

dimensions represented in the map to identify management, and functional positions. From the

Brazil shows the highest perceptions of the positions into top management, middle

differences among the sampled countries, in that the company. In this research, we divided the

of management of IP. The factorial maps establish of CE and IP are dependent on the position within

country and the high perception by different levels Third, this study shows that the perceptions

between the high entrepreneurial behavior in a those operating in high-tech industries.

between CE and IP. We found a strong association entrepreneurial behavior of companies, particularly

matters for the perception about the relationship context can shape in large extent the

country matters? As the results show, country entrepreneurship researches. This implies that

Performance, and to what extent the context of host pointing to new avenues in corporate

Entrepreneurship influence International seems to be an important outcome of the study,

different dimensions of Corporate creating new entrepreneurial perspective. This

The main question of this article is how do dimensions (like proactiveness), or even by

strengthening some of the entrepreneurial

5 Conclusion different paths of entrepreneurial behavior, by

institutional and cultural contexts, can develop

between headquarter and subsidiary. subsidiaries, when exposed to different

the impact of geographic and psychic distances host market. We understand that foreign

is not in line, with the most traditional theories of performance of the firm and its commitment to the

has developed high scores showing the CE, which market approaches will significantly shape the

position of the employees to the company. Brazil imperfections, proactiveness and aggressive

companies but also on the country level, and the institutional uncertainties and high market

dimensions confirmed not only in terms of top management. In countries with some

the relationships of the 7 CE dimensions and the IP country exerts a strong influence on the behavior of

distance. After running the three kinds of analyses, the institutional environment throughout the host

56 Revista de Negócios, v. 22, n. 1, p. 47-60, January, 2017.

the intrapreneurship concept.Journal of small Covin, J.G. and Miles, M.P. (1999). Corporate

Antoncic, B., and Hisrich, R. D. (2003). Clarifying

16(1), 7-25.

16(5), 495-527. Behavior.Entrepreneurship Theory and Practice,

cultural validation. Journal of business venturing, Conceptual Model of Entrepreneurship as Firm

Intrapreneurship: construct refinement and cross-Covin, J. G., and Slevin, D. P. (1991). A

Antoncic, B., Hisrich, R. D. (2001).

87.

10(1), 75–

Organisation, 30(1), 63-92. environments, Strategic Management Journal,

International Studies of Management and management of small firms in hostile and benign

the firm from an entrepreneurial perspective. Covin J.G., and Slevin D.P. (1989.) Strategic

Andersson, S. (2000).The internationalization of

281.

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breakthrough inventions. Strategic Management Cavusgil, S. T. (1980). On the internationalization

longitudinal study of how established firms create

Entrepreneurship in the large corporation: A School of Business, Stanford University.

Ahuja, G., and Lampert, C. M. (2001). entrepreneurship in established firms. Graduate

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Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

and internationally.

allow us to study different relations and aspects of innovation, both nationally

resources, frameworks and artifacts identified and developed in this research

extraction and analysis of information. It has been demonstrated that the data

used. Based on the artifacts and databases, a framework was proposed for the

"Design Science Research". The tools Patent2Net, ScriptGP2 and Gephi were

available. The method that guided the development of the research was the

with all the data, artifacts and results obtained being made freely and openly

possibilities of analysis. The research followed the principles of Open Science,

The quintuple propeller innovation model was chosen to illustrate the

of the Directory of Research Groups; (b) International patent base Espacenet.

Innovation. application context, two public databases were selected: (a) National Database

Big Data; information in public databases, useful for the study of innovation. As an

Design Science; This article aims to propose a set of tools for the retrieval and analysis of

KEYWORDS ABSTRACT

quanto internacional.

estudar diferentes relações e aspectos da inovação, tanto no âmbito nacional

frameworks e artefatos identificados e desenvolvidos nesta pesquisa permitem

e análise das informações. Demonstrou-se que os recursos de dados,

Do base nos artefatos e bases de dados, foi proposto um framework para a extração

uble blind review esearch”. Utilizou-se as ferramentas Patent2Net, ScriptGP2 e Gephi. Com

R

ISSN 1980-4431

odo que orientou o desenv

olvimento da pesquisa foi o “Design Science

O mét

dados, artefatos e resultados obtidos disponibilizados de forma livre e aberta.

Accepted 28.11.2017 pes

Revised 24.11.2017 quisa seguiu os princípios da ciência aberta (Open Science), sendo todos os

Received 20.11.2017 hélice quíntupla foi escolhido para ilustrar as possiblidades de análise. A

internacional de patentes Espacenet. O modelo de sistema de inovação de

bases públicas: (a) Base Nacional do Diretório de Grupos de Pesquisa; (b) base

Ciência aberta. estudo da inovação. Como contexto de aplicação, foram selecionadas duas

Big Data; recuperação e análise de informações em bases de dados públicas, úteis ao

Este artigo tem como objetivo propor um conjunto de ferramentas para a

Inovação;

PALAVRAS-CHAVE RESUMO

4 Universidade Nove de Julho (UNINOVE) - emersonmaccari@gmail.com

³ Aix Marseille Université/ France - mail@quoniam.info

² Universidade Nove de Julho (UNINOVE) - kniesscl@yahoo.com.br

¹ Universidade do Vale do Itajaí (UNIVALI) - amsantos@univali.br

André Moraes Santos¹, Cláudia Terezinha Kniess², Luc Quoniam³, Emerson Antonio Maccari

4

para Pesquisa em Inovação.

Ferramentas e Bases de Dados Open Science

1 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

internacionais de patentes e plataforma nacional de

em inovação. Tendo como fonte as bases necessidade de aplicabilidade e

analisar grandes volume de dados para pesquisas social da pesquisa pesquisa científica e justifica a

aos dados e resultados da

de software livre (open source), para extrair e Responsabilidade

abertas e acesso incondicional

ferramentas computacionais, baseadas em código Ciência Aberta e suporte ao uso de ferramentas

Este artigo demonstra como utilizar Base teórica que justifica e dá

para pesquisa. de sustentabilidade.

possível explorar novas possibilidades de dados inovação dentro de um contexto

ferramentas específicas para extração e análise, é quíntupla relações em um sistema de

governo e sociedade) e suas

público. Combinando estas fontes de dados com Modelo de hélice (universidades, empresas,

Ambas são bases abertas, disponíveis ao acesso a identificação de atores

função da qualidade e grande volume de dados. Modelo teórico que dá suporte

Pesquisa Lattes, por exemplo, podem ser úteis em teórica/conceitual Aplicação nesta pesquisa

inovação, como a Plataforma de Grupos de Base

Quadro 1. Tópicos e avaliação do contexto do estudo

forma, bases nacionais de pesquisa científica e

emergentes(J. Kim & Lee, 2015). Da mesma tópicos e sua aplicação no contexto deste artigo.

mercados desenvolvidos quanto em econômicas O Quadro 1 apresenta cada um dos principais

estudos sobre inovação e competitividade, tanto em e análise de informações proposto por este artigo.

mundiais de patentes são excelentes fontes para conceitual utilizada para o framework de extração

tecnológicos e nas polícias de Ciência. As bases Nesta seção será apresentada a base teórica e

se beneficiar dos avanços nos instrumentais

As pesquisas sobre inovação também podem 2 Base Teórica

2016).

envolvidos em uma pesquisa científica (OECD, método, resultados e discussões finais.

público e acessível todos os produtos e processos principais onde será apresentada a base teórica,

inglês, Open Science, o que significa tornar O artigo está estruturado em quatro seções

também tem estimulado a Ciência Aberta, do 2003; Nelson, 1993; OECD, 1997).

novas ferramentas, a comunidade científica tecnologias (Casaramona et al., 2015; Etzkowitz,

dados. Acompanhando o desenvolvimento de comercialização e uso de novos conhecimentos e

novas ferramentas para explorar grandes bases de promover a inovação por meio da produção,

científicos e estatística, foi possível desenvolver relações existentes entre os atores capazes de

programação de computadores, métodos sistema. Também é importante identificar as

Scott, 2016). Combinando conhecimentos de tecnologias e impacto social envolvidos no

abordagem de BigData (George, Osinga, Lavie, & sobre governos, empresas, universidades,

ferramentas computacionais, principalmente com a necessário que existam informações disponíveis

em função de novos métodos de pesquisa e 2015). Para que se possa estudar o modelo, é

também experimentou-se significativos avanços Rakhmatullin, 2014; Casaramona, Sapia, & Soraci,

No campo científico da administração, responsabilidade ambiental (Carayannis &

McCombie, 2016). empresas, universidades e sociedade, pautadas pela

campo da física (Goodwin, McPherson, & sendo um conjunto de relações entre governo,

permitiram o estudo das estruturas subatômicas no tripla hélice e define um sistema de inovação como

assim como os aceleradores de partículas modelo de hélice quíntupla deriva do modelo de

grandes avanços na área da genética e medicina, base o modelo de inovação de hélice quíntupla. O

sequenciamento de DNA, por exemplo, permitiram aplicação das ferramentas e dados, tomou-se como

serem obtidos. As novas tecnologias para o Para ilustrar as possibilidades de uso e

até então impossíveis ou extremamente difíceis de suas pesquisas.

permitem ao pesquisador coletar e analisar dados, problemas reais voltados à operacionalização de

Novos equipamentos, softwares e metodologias proposta que possa utilizada por pesquisadores em

é central para o avanço do conhecimento científico. processos normais. Espera-se que a solução

O desenvolvimento tecnológico instrumental custosos de serem obtidos utilizando-se apenas os

dados que seriam extremamente difíceis ou

1 Introdução grupos de pesquisa é possível extrair e analisar

61 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

Carayannis e Campbell (2009) com base no por, Bifulco et al. (2016) para analisar as inovações

O modelo de hélice quádrupla foi proposto modelo de hélice quíntupla também foi utilizado

Villarreal & Calvo, 2015). renováveis em países da região do mediterrâneo. O

Leydesdorff, 2000; Ivanova & Leydesdorff, 2014; na busca de soluções inovadoras para energias

do conhecimento (Chung, 2014; Etzkowitz & quíntupla para analisar a cooperação internacional

sociais para a produção, a transferência e aplicação Soraci, (2015) utilizaram o modelo de hélice

governo para gerar novos formatos institucionais e 2013). Como exemplo, Casaramona, Sapia e

hibridação das funções da universidade, indústria e Unidas como prioridade mundial (Griggs et al.,

a um papel mais atuante da universidade e na todos os países membros Organização das Nações

economia do conhecimento, a inovação está ligada própria existência humana, sendo endossado por

O modelo de hélice tripla sustenta que, na ambiente natural tornou-se imperativo para a

(Leydesdorff, 2012). equilíbrio entre o desenvolvimento econômico e o

ambiental (Carayannis & Campbell, 2010). O

modelo de hélice tripla, do inglês, “triple-helix”.

alteração das funções destes atores, chamando este compatíveis com os princípios da sustentabilidade

acrescentou a possibilidade de sobreposição e até visão transdisciplinar para a geração de inovações

Inovação (SNI), universidade-empresa-governo, e & Campbell, 2012). A quinta hélice representa a

tríade de atores de um Sistema Nacional de desenvolvimento sustentável (Carayannis, Barth,

elaborado por Sábato e Botana (1968) sobre a sociedade civil, em um contexto de

de pesquisadores lançou mão do conceito interação entre universidade, empresas, governo e

funções (Etzkowitz & Leydesdorff, 2000). A dupla econômico baseado na inovação depende da

sistema se reconfiguravam e redefiniam suas quíntupla considera que a desenvolvimento

necessário estudar como os próprios atores do Campbell, 2010, p. 62). O modelo de hélice

senvolvi

mento mais sustentável” (Carayannis &

compreender a dinâmica da inovação era de

universidades. Os autores perceberam que para conhecimentos, habilidades e inovações para um

papéis tradicionais do governo, empresas e promover e evidenciar um sistema cooperativo de

conhecimento havia causado uma alteração nos um Estado (estado-nação) com o objetivo de

economia industrial para a economia do interações sociais e intercâmbios acadêmicos em

Etzkowitz (1996) observaram que a transição da que se baseia, e se especializa, no conjunto das

modelo de hélice quíntupla é “um modelo

No final da década de 90, Leydesdorff e O

anteriores adicionando uma quinta hélice.

tripla, quádrupla e quíntupla ecológica) e propuseram uma extensão ao modelos

2.1 Modelos para análise da inovação: Hélice ambiente natural (meio ambiente, sob a perspectiva

relação que os sistemas de inovação tem com o

Fonte: Elaborada pelos autores (2017). Carayannis e Campbell (2010) exploraram a

base de dados. sistema de inovação de hélice tripla e quádrupla,

informações informações disponíveis na complexidade das relações entre agentes de um

Recuperação de entre os termos de busca e as Aprofundando a pesquisa sobre a

Modelo de Modelo que indica a relação

inovação.

inovação.

considerados pelos atores de um sistema de

Análise de redes sociais atores de um sistema de prioridades e desejos sociais que devem ser

a análise das relações entre os

Modelo teórico que dá suporte através dos meios de comunicação, indicam as

mundo real. características de uma sociedade, expressadas

para a solução de problemas do culturais, manifestações artísticas e outras

Artefatos tecnológicos permitam explorar informações 2014). Além disso, o estilo de vida, valores

construção de artefatos que

relevância científica da 2012; Carayannis & Campbell, 2012; Mollick,

Base teórica que justifica a crowdfunding e crowdsourcing (Afuah & Tucci,

problema socialmente, como nos crescentes exemplos de

disciplinas científicas em um surgir do meio social e serem financiadas

Transdisciplinaridade participação de diferentes

suporte à análise da coprodução de inovações. Ideias inovadoras podem

Base teórica que justifica e dá sociedade participa ativamente na cocriação e

acadêmica. quarto elemento ativo no processo de inovação. A

retorno social da pesquisa modelo de hélice tripla e inclui a sociedade como o

62 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

aos resultados de pesquisas financiadas com Antunes_Júnior, 2013). Um artefato do tipo

países, os quais estimulam a crítica e o acesso livre projetos (Lacerda, Dresch, Proença, &

científica também vem sendo apoiado por diversos úteis para solucionar problemas de gestão de

ênfase na responsabilidade social da pesquisa PERT/COM podem ser considerados artefatos

(Faria & Sauerbronn, 2008). Este movimento de ciências da gestão, por exemplo, os métodos de

econômico e social e da defesa do meio ambiente modelo, método ou instanciação. No campo das

problemas da inclusão social, desenvolvimento propostos por March e Smith (1995): constructo,

aplicação do conhecimento na solução de comumente utilizados nas pesquisas de DSR são os

pesquisa científica em proporcionar a justa Dresch et al. (2015) os quatro tipos mais

discussão sobre a responsabilidade social da diferentes classificações para os artefatos, para

A abertura da ciência também enseja a grupos ou indivíduos. Ainda que existam

sociedade. solução de problemas de interesse de organizações,

compartilhamento do conhecimento junto à pesquisa, desenvolvimento e construção para a

promoção, valorização, divulgação e Science Research os artefatos são objetos de

conhecimento devem estar comprometidos com a natureza (Simon, 1996). No contexto do Design

os atores envolvidos na produção e gestão do humana, ou seja, artificiais, pois não existem na

social, democratização e desenvolvimento. Assim, Os artefatos são as criações da mente

um fator essencial de valorização, mobilidade

sociedade. O conhecimento é compreendido como 2.4 Artefatos Tecnológicos

fundamental de acesso ao conhecimento pela

a premissa de “

Ciência Aberta” está no direito Bruun, & Hukkinen, 2010; Wagner et al., 2011).

(Kuchma & others, 2014). O princípio que norteia social, econômica e de saúde (Huutoniemi, Klein,

e reforçar a economia baseada no conhecimento problemas complexos de natureza ambiental,

recursos públicos, a fim de tornar a ciência melhor privadas como uma abordagem útil na solução de

livre aos resultados de pesquisas financiadas com por governos, agências de fomento e instituições

Estados-Membros que disponibilizassem o acesso Os grupos transdisciplinares têm sido utilizados

Comissão Europeia recomendou a todos os em comum (Stokols, Hall, Taylor, & Moser, 2008).

e pesquisadores (OECD, 2016). Em 2012, a formulação e busca de soluções para um problema

vem sendo adotada por diversos países, instituições diferentes perspectivas de identificação,

& Beham, 2011). A iniciativa para a ciência aberta grupos capazes de promover a integração de

de divulgação e acesso (Kraker, Leony, Reinhardt, demais atores sociais precisam se organizar em

preferencialmente, a World Wide Web como forma transdisciplinaridade, cientistas, profissionais e

em uma pesquisa científica, utilizando, (Gibbons & Nowotny, 2001). Para obter a

acessível todos os produtos e processos envolvidos visando a solução de problemas complexos

uma perspectiva que significa tornar público e conhecimentos de diferentes campos científicos

Ciência aberta, do inglês, Open Science, é transdisciplinaridade busca a articulação dos

transdisciplinar. De uma forma geral, a

Responsabilidade Social da Pesquisa buscando arranjos de forma multi, inter ou

2.2 Ciência Aberta (Open Science) e problemas complexos, os grupos científicos estão

Toranzo, 2013; Rosenfield, 1992). Para tratar

2014). Stauffacher, 2014; Podestá, Natenzon, Hidalgo, &

sociais e humanas (Carayannis & Rakhmatullin, conhecimento e práticas de pesquisa (Groß &

como ciências naturais, engenharias, ciências exigido novas abordagens de produção de

envolvimento de várias áreas do conhecimento, climática global ou a pesquisa para o câncer, têm

sociedade, simultaneamente, é necessário o últimas décadas, como por exemplo a mudança

serem problemas que envolvem o ambiente e a A emergência de problemas complexos nas

complexidade dos problemas ambientais. Por

conhecimento como forma de abordar a 2.3 Transdiciplinaridade

transdiciplinaridade e interdisciplinaridade do

modelo de hélice quíntupla também destaca a others, 2014).

Além de acrescentar o elemento ambiental, o difusão do conhecimento gerado (Kuchma &

tecnológicas na construção de cidades inteligentes. recursos públicos a fim de promover a avaliação e

63 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

termos que serão utilizados para encontrar da pesquisa em Design Science podem ser

busca que permitem ao usuário indicar palavras ou Diversas formas de desenvolvimento prático

geral, as bases de dados oferecem mecanismos de

se trabalha com grandes volumes de dados. Em 3.1 Etapas da Design Science Research

bases de dados é um dos grandes desafios quando

Recuperar as informações pertinentes em Smith, 1995; Van Aken, 2005).

instâncias de soluções tecnológicas (March &

2.6 Modelo de Recuperação de informações métodos, como constructos, modelos, métodos e

mundo real, geralmente na forma de objetos,

Dooley, 2011). desenvolvimento de soluções para problemas do

centrality) (Freeman, 2004; Y. Kim, Choi, Yan, & está no uso de teorias para o projeto e

e centralidade de intermediação (betweenness Na visão de pesquisa em Design Science, o foco

centralidade de proximidade (closeness centrality) contabilidade, por exemplo (Dresch et al., 2015).

informação (degree ou degree centrality), de administração, sistemas de informações e

mais comumente utilizadas: centralidade de dominância da pesquisa comportamental nas áreas

caracterização da dinâmica de uma rede sendo as apresentado como uma abordagem alternativa a

desenvolvido diferentes métricas para a avaliação e A Design Science Research (DSR), tem se

Pesquisadores na área de redes sociais tem Research.

conectividade da rede (Marteleto, 2001). perspectiva conhecido como Design Science

de centralidade, fluxo de informações e avanço científico. Assim, buscou-se apoio na

partir destas relações é possível analisar aspectos a solução de um problema prático inerente ao

indicando diferentes valores para cada elemento. A proposição do uso de um conjunto de artefatos para

incluir variações de tamanhos para nós e laços, Esta pesquisa tem como objetivo a

Representações mais complexas também podem

conjunto de nós interligados por laços. 3 Método

uma representação simples de rede temos um

chamados de arestas, que conectam estes nós. Em Fonte: Belkin (1993, p. 3).

Uma rede é feita de nós e laços, também

de hélice quíntupla de inovação.

os diferentes atores e elementos previsto no modelo

compreender a dinâmica dos relacionamentos entre

análise de redes sociais é importante para

(Fracassi, 2017). No contexto desta pesquisa, a

das redes sociais nos negócios e organizações

administração é bastante conhecido a influência

Santos, & Campos, 2012). Na área de

principais, entre outras características (Zancan, dos

identificar padrões estruturais, grupos, atores

representação e análise das relações é possível

rede (Wasserman, 1994). Por meio da Figura 1. Modelo de recuperação de informações

relações existentes entre diferentes atores de uma

campo de estudo que tem por objetivo a análise das usuário.

A análise de redes sociais (ARS) é o nome do resultados atendam aos critérios de busca do

adequadamente os documentos para que os

2.5 Análise de Redes Sociais o sistema de busca deve representar e indexar

adequadamente o tema que está sendo buscado. Já

(Venable & Baskerville, 2012). deve definir corretamente quais termos definem

exemplo são os software para computadores recuperação. Do ponto de vista do usuário, este

funcionamento fazem parte da instanciação. Um componentes principais: o usuário e o sistema de

execução do artefato e as regras para o seu (Figura 1), Belkin et al. (1993) identificam dois

ambiente de contexto do problema. Neste caso, a modelo tradicional de recuperação de informações

instanciação é aquele capaz de ser executado no resultados que correspondam a estes termos. No

64 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

objetivos incialmente previstos (Dresch et al.,

descrever as limitações do artefato em alcançar os Fonte: Elaborada pelos autores (2017).

problemas identificados. Também é importante

evidências do uso do artefato na solução dos

artefato. Nela o pesquisador precisa demonstrar

A quarta fase consiste na avaliação do

3.1.3 Avaliação da solução (artefato)

(Dresch et al., 2015).

solução satisfatória para o problema em questão

esperados do artefato precisam garantir uma Figura 2. Desenho da Pesquisa

sua construção e avaliação. Os resultados

características do artefato e os procedimentos para de ciência aberta.

2015). Em seguida, o pesquisador especifica as Por fim, toda a pesquisa está baseada no conceito

conhecimentos transdisciplinares (Dresch et al., identificar elementos e relações nas bases de dados.

esforço criativo e geralmente envolve o uso de modelo de hélice quíntupla, para o qual deseja-se

artefato. Esta é uma etapa marcada por intenso pesquisa também tem como elemento norteador, o

artefato já existente ou especificar um novo a validação destes artefatos. O desenvolvimento da

propor o uso, adaptação ou aperfeiçoamento de um desenvolvimento dos artefatos para solucioná-los e

soluções são apontadas, o pesquisador deverá problemas relativos a questão de pesquisa, o

o problema está claramente definido e possíveis Science Research para a identificação dos

deve iniciar a busca de uma solução. Uma vez que Figura 2, tomou como base a proposta do Design

conhecimentos sobre o problema, o pesquisador O desenho da presente pesquisa, ilustrado na

Com base nas especificações e

3.2 Desenho de Pesquisa

3.1.2 Desenvolvimento da solução (o artefato)

tanto no campo prático quanto no teór

ico”.

al., 2015). e como subsídio para a geração de conhecimento,

desejáveis de uma solução satisfatória (Dresch et que a pesquisa realizada possa servir de referência

definição do problema e para as características (2015, p. 133) “o

objetivo dessa etapa é assegurar

Nesta etapa, o pesquisador deve atentar para a artefato são formalizados. Segundo Dresch et al.

a relevância de uma solução (Peffers et al., 2007). outros fatos relevantes sobre o desenvolvimento do

especificar o problema em seu contexto e justificar disso, as limitações, encaminhamentos futuros e

A fase inicial de uma pesquisa se deve gerada com o desenvolvimento do artefato. Além

dos resultados e explicitação da aprendizagem

3.1.1 Definição e Contexto do problema A última fase é composta pela comunicação

Comunicação dos resultados. 3.1.4 Comunicação dos resultados

solução (artefato); Avaliação da solução (artefato);

contexto do problema; Desenvolvimento da 2005).

comuns a maioria das propostas: Definição e resultados esperados sejam alcançados (Van Aken,

Science e destacaram quatro etapas principais pesquisa de fato funcione, garantindo que os

desenvolvimento de pesquisas área de Design proposta para resolver determinado problema de

artigos principais que apresentam formas de validade pragmática busca assegurar que a solução

Ram, 2004). Dresch et al. (2015) revisaram 13 ambiente do problema a ser solucionado. A

& Chatterjee, 2010; A. R. Hevner, March, Park, & viável dentro das restrições que se apresentam no

Pervan, 2012; Gregor & Hevner, 2013; A. Hevner proposta para o problema. A solução deve ser

2013). e sistemas de informações (Arnott & confirmação da utilidade prática da solução

(Van Aken, 2005), engenharia (Lacerda et al., pragmática é, segundo Drescher (2015), a

por exemplo, saúde (Abelson et al., 2003), gestão validade pragmática da pesquisa. A validade

encontrados na literatura de diferentes áreas como, 2015). A avaliação do artefato é importante para a

65 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

das instituições participantes, pois constituem limita-os a apenas 1000 resultados por pesquisa.

pesquisadores, estudantes e dirigentes de pesquisa Lens, embora permita a exportação de dados,

compulsória pelos líderes de grupos, permitindo a exportação dos resultados. O sistema

atualizações, elas são realizadas de forma número maior de requisitos e, principalmente,

respectivos currículos Lattes. No que tange às demonstrou-se mais adequado, atendendo à um

de cada participante estão vinculadas aos seus satisfatória do problema. O sistema Patent2Net

produtivo. Além disso, as informações individuais capaz de atender os requisitos para a solução

artística e os padrões de interação com o setor Lens e Patent2Net, para verificar qual deles seria

conhecimento, a produção científica, tecnológica e comparou-se os dois sistemas gratuitos e abertos,

atividades envolvidos, as especialidades do ou em desenvolvimento. Como alternativa,

linhas de pesquisa propriamente dita, os setores de pequenas e médias empresas e países emergentes

humanos constituintes dos respectivos grupos, as principalmente por estudantes, pesquisadores,

constantes na base, identificam-se os recursos altos, o que dificulta sua difusão e uso,

(Ramos & Machado, 2014). Dentre as informações possuem custos de uso e licenciamento bastante

dos grupos de pesquisa em atividade no país (Ferraz et al., 2016). As ferramentas comerciais

ser considerado como o mais completo inventário o Patent2net (http://patent2net.vlab4u.info/)

é uma parte integrante da Plataforma Lattes e pode como Lens software (https://www.lens.org/lens/) e

O Diretório dos Grupos de Pesquisa no Brasil comerciais, e gratuitas, baseadas em código aberto,

(http://www.patentinspiration. com/), todas

de Pesquisa software.com/en/) e Patent Inspiration

3.4.2 Plataforma Lattes - O Diretório dos Grupos Matheo Patent (http://www.matheo-

como, Intellixir (http://www. intellixir.com/);

(Jürgens & Herrero-Solana, 2015). patentes, identificou-se ferramentas comerciais -

internacionais com maior cobertura de dados Para a extração e análise nas bases de

serviços livres e gratuitos além de ser uma das bases

European Patent Office (EPO), pois dispõe de 4.2 Desenvolvimento da solução

escolheu-se a Espacenet, uma base mantida pelo

Quoniam, Reymond, & Maccari, 2016). Destas, para analisá-las em sua complexidade.

(http://worldwide.espacenet.com/ ) (Ferraz, análises simples, mas não possuem funcionalidades

(http://www.uspto.gov/) e Espacenet permitem a recuperação das informações e algumas

(http://www.wipo.int/patentscope/en/), USPTO extraído. Em geral, os mecanismos de busca apenas

Patentscope source para a análise do grande volume de dados

Patent Search (www.google.com/patents), processo de busca e a carência de ferramentas open

e disponibilizadas, como, por exemplo, Google da base de grupos de pesquisa é a limitação do

relação às patentes, diversas bases tem sido criadas extrair e analisar informações da base de patentes e

(Cândido, Wielevick, & Zimmermann, 2016). Com O principal problema encontrado para se

economias emergentes e cenários internacionais.

secundárias para as pesquisas que analisam 4.1 O problema

inovação são particularmente úteis como fontes

Bases internacionais de patentes ou indicadores de Comunicação dos resultados.

Yoon, 2014; Tekic, Drazic, Kukolj, & Vitas, 2014). solução (artefato); Avaliação da solução (artefato);

conhecimentos científicos e tecnológicos (Jeong & e contexto do problema; Desenvolvimento da

novas tecnologias e criação de novos sequência das quatro etapas principais: Definição

desenvolvimento de políticas públicas, geração de Research, os resultados serão apresentados na

servir como uma base de dados estratégica para o Seguindo a perspectiva da Design Science

patentes. A análise do conjunto de patentes pode

sobre tecnologia e inovação é o registro de 4 Análise dos Resultados

Uma das principais fontes mundiais de dados

3.3.1. Base internacional de Patentes (BRASIL, MCTI., 2013).

CNPq e outros órgãos de fomento à pesquisa

3.3 Contexto de aplicação critério de avaliação e elegibilidade pela Capes,

66 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

quíntupla

4.3 Avaliação da solução 4.3.1.1 Análise dos dados para o modelo de hélice

funções de visualização, layout e estatísticas. até 2014, totalizando 70Mb de dados brutos.

recursos básicos e avançados para a análise são as resultou em 1603 patentes, registradas entre 1908

endereço https://gephi.org/. O software apresenta busca foi inserida no software Patent2Net e

others, 2009). Ele pode ser obtido gratuitamente no ou abstract os termos desejados. A expressão de

redes gráficas (Bastian, Heymann, Jacomy, & permite recuperar patentes que tenham eu seu título

de código aberto desenvolvida para a análise de Esta expressão utiliza a lógica booleana e

software Gephi, o qual é uma ferramenta gratuita e

de redes. No caso desta pesquisa, utilizou-se o (ta=recy*)).

ta="rare earth*" or ta=”rare earths*") and

importados por softwares específicos para a análise ((

arquivos no formato de grafos, podendo ser

resultados tabulares, ambas as ferramentas geram seguinte formato:

(Pivot Tables) e gráficos interativos. Além dos ESPACENET, a expressão de busca ficou no

formato html, com recursos de tabelas dinâmicas Transformada para a linguagem de consulta do

geram um conjunto substantivo de resultados em continham referências à reciclagem de terras raras.

As ferramentas Patent2Net e ScriptGP2 ESPACENET contemplou as patentes que

A expressão de consulta da base

onte: Elaborada pelos autores (2017). Mantell, Darcy, & Emmert, 2015).

F

e impacto ambiental para extração (Bandara,

(Massari & Ruberti, 2013), da escassez na natureza

demanda para uso em novas tecnologias eletrônicas

acadêmico e comercial em razão da crescente

de terras raras tem se tornado um tema de interesse

militar e médico (Dutta et al., 2016). A reciclagem

setores automobilístico, aeroespacial, eletrônico,

indústria, sendo considerado estratégico para os

mais o escândio e ítrio, com diversas aplicações na

elementos químicos composto pelos lantanídeos

Figura 3. Framework de Extração e Análise Terras raras é o nome dado à um grupo de

análise, conforme a Figura 3. patentes sobre reciclagem de terras raras

computacional, extração dos dados e mineração e 4.3.1 Extração e análise de informações em

pesquisa, configuração do ambiente

etapas que vão desde a definição dos termos de Casaramona et al., 2015).

foi proposto um framework que inclui uma série de ambiental (Carayannis & Rakhmatullin, 2014;

bases de patentes e diretório de grupos de pesquisa sociedade, pautadas pela responsabilidade

Para realizar a extração e análise de dados nas entre governo, empresas, universidades e

hélice quíntupla, buscou-se informações e relações

4.2.1 Proposta de framework modelo de hélice quíntupla. Conforme o modelo de

identificação de elementos e relações para o

Quoniam, 2014). análise de informações que possibilitassem a

Chalco, & Santos, 2014; Santos, Kono, & Foi avaliada a capacidade de extração e

grupos de pesquisa (Magalhães, Quoniam, Mena-ciência aberta e sustentabilidade.

análise de grande volume de dados do diretório de envolvidos e pela ligação com o propósito de

já foi utilizada com sucesso para a extração e induzida por interesses dos pesquisadores

https://bitbucket.org/vlab4u/scriptgp. O ScriptGP2 educação a distância. A escolha dos temas foi

código aberto, disponível em reciclagem de terras raras e grupos de pesquisa em

Lattes, foi utilizada a ferramenta ScriptGP2, de com a aplicação em dois temas: patentes em

do Diretório de Grupos de Pesquisa da Plataforma selecionados e framework de execução, foi testada

Para a extração e análise nas bases de dados A solução proposta, composta pelos artefatos

67 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

universidades e empresas, conforme demonstrando mais de uma instituição. Já os agrupamentos

redes que interligam diferentes inventores, pesquisadores participam em grupos de pesquisa de

Em outra análise, foi possível identificar interinstitucionais entre os grupos, ou seja,

Figura 6. O grupo central apresenta relações

sas “ilhas” isoladas, conforme ilustrado n

a

onte: Dados da pesquisa. diver

Fcentral com muitas conexões interinstitucionais e

por estas relações demonstrou existir um grupo

nós e 12173 ligações. A análise da rede formada

pesquisadores e instituições é composta por 6029

pelas ligações entre grupos de pesquisa,

seus pesquisadores e instituições. A rede formada

diferentes grupos de pesquisa, interligados pelos

foi possível identificar as relações entre os

A partir dos dados gerados pelo ScriptGP2

quíntupla

4.3.2.1 Análise dos dados para o modelo de hélice

Figura 5. Rede de relacionamentos pesquisadores associados aos grupos.

identificados 608 grupos de pesquisa e 4974

onte: Dados da pesquisa.

F(http://dgp.cnpq.br/). Como resultado foram

diretório de grupos de pesquisa do CNPq

ScriptGP2 e executada em 2015 a partir do

expressão de busca foi inserida na ferramenta

a mesma não é reproduzida neste artigo. A

ao contexto de pesquisa EAD. Por razões de espaço

conjunto de palavras que podem estar relacionadas

109 termos. Isto foi necessário devido ao amplo

pesquisa na base de Grupos de Pesquisa continha

A expressão de busca formulada para a

tecnológicas informações dos Grupos de Pesquisa em EAD.

de patentes Áreas

Maior portfólio modelo de hélice quíntupla a partir das

(Panasonic) Desta forma, buscou-se identificar os elementos do

atsushita

Mconhecimento (Barak, Watted, & Haick, 2016).

Figura 4. Instituições e Áreas tecnológicas ferramenta para a democratização do

internacional, representando uma importante

resolução. que mais cresce no contexto nacional e

eletrônico, preferencialmente em mídias com alta O EAD é uma das formas de ensino inovador

adequada para sua visualização é no formato

tratarem de redes complexas, a forma mais Grupos de Pesquisa em EAD

suas patentes, representadas na Figura 4. Por se 4.3.2 Extração e análise de informações dos

mapeou-se as relações com as áreas tecnológicas de

patentes em terras raras. A partir desta empresa, conjuntamente uma patente.

Panasonic, a qual possuía o maior número de depositantes quando ambos depositaram

empresa Matsushita, uma empresa do grupo Também é possível verificar relacionamentos entre

exemplificar os resultados obtidos, selecionou-se a forte indício de relacionamento entre estes atores.

função das informações patentearias. Para universidades e empresas, o que representa um

entre empresas, universidades e pesquisadores em certos inventores estão ligados a diferentes

ferramenta Gephi, permitiram identificar relações patentes chinesas. Nela é possível verificar que

adicionados aos recursos de análise de redes da presente pesquisa em um recorte de interações de

Os resultados fornecidos pelo Patent2Net, possibilidades de análises proporcionadas pela

na Figura 5. A Figura 5 exemplifica as

68 Revista de Negócios, v. 22, n. 1, p. 61-73, January, 2017.

todos os dados e conteúdo desta pesquisa estarão Barak, M., Watted, A., & Haick, H. (2016).

De acordo com o princípio de Open Science,

existentes. https://doi.org/10.1007/s40831-015-0019-3

desenvolvimento incremental das soluções já Metallurgy, 1(3), 179–

188.

científico e tecnológico, além de permitirem o Price Volatility. Journal of Sustainable

importantes informações para o desenvolvimento Scrap and Influence of Recycling Rates on

Science por meio do acesso democrático e livre de Forecast of Recoverable Nd from Shredder

ferramentas open source contribuem para a Open Emmert, M. H. (2015). Rare Earth Recycling:

A pesquisa também reafirma que o uso de Bandara, H. M. D., Mantell, M. A., Darcy, J. W., &

inovação e apoio a formação de políticas públicas.

para a prospecção tecnológica e científica, Information Systems, 13(11), 923–

949.

o framework proposto seja útil e possa ser aplicado ram guidelines. Journal of the Association of

meio do modelo de hélice quíntupla. Espera-se que assessment using the hevner, march, park, and

dados públicas, úteis ao estudo da inovação por decision support systems research: An

recuperação e análise de informações em bases de Arnott, D., & Pervan, G. (2012). Design science in

processos e artefatos tecnológicos para a

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