Inovação como transição: uma abordagem para o planejamento e desenvolvimento de spin-offs acadêmicos
Innovation as a transition process: proposition of a framework for the process of creating and developming academic spin-offs
Gomes, Leonardo Augusto de Vasconcelos; Salerno, Mario Sergio; Fleury, André Leme; Saraiva Junior, Abrãao Freires
http://dx.doi.org/10.1590/0103-6513.069811
Production, vol.26, n1, p.218-234, 2015
Resumo
Spin-off acadêmico é um tipo de nova firma que, geralmente, nasce para explorar uma inovação radical capaz de criar um novo mercado ou desafiar as regras de um setor estabelecido. Fundamentado em uma combinação de pesquisa bibliográfica, estudos de múltiplos casos e intervenções à luz da pesquisa-ação, este trabalho objetiva contribuir para a literatura de inovação e empreendedorismo em dois aspectos. Primeiro, propõe o conceito de inovação como transição em três dimensões: grau (desvio em relação a um aspecto), extensão (número de aspectos e atores envolvidos) e trajetória (sequência de inovações ao longo do tempo). A segunda contribuição é a construção de um framework com estrutura não linear e recursiva que integra a inovação ao planejamento e ao desenvolvimento do spin-off abordando o gerenciamento das incertezas. Finalmente, conclui-se que o framework proposto pode auxiliar empreendedores, investidores e universidades no desafio de criar empresas para explorar uma inovação radical.
Palavras-chave
Inovação. Planejamento. Technology roadmap. Spin-offs acadêmicos. Incerteza.
Abstract
An academic spin-off is a new type of firm that often comes to exploit a radical innovation capable of creating a new market or defying the rules of an established industry. Employing a combination of literature research, multiple case studies and interventions based on action research, this study aims to contribute in two ways to the literature on innovation and entrepreneurship. First, it proposes a concept of innovation as a transition in three dimensions: level (deviation from a rule), length (number of features and actors involved) and trajectory (sequence of innovations over time). The second contribution is building a framework that has a non-linear and recursive structure and integrates innovation with planning and the development of spin-offs, thereby addressing uncertainty management. Finally, it is concluded that the proposed framework can help entrepreneurs, investors and universities with the challenge of creating a firm to exploit a radical innovation.
Keywords
Innovation. Planning. Technology roadmap. Academic spin-offs. Uncertainty.
References
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Brinckmann, J., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta- analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24-40. http://dx.doi.org/10.1016/j.jbusvent.2008.10.007
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Lee, S., & Park, J. (2005). Customization of technology roadmaps according to roadmapping purposes: Overall process and detailed modules. Technological Forecasting and Social Change, 72(5), 567-583. http://dx.doi.org/10.1016/j.techfore.2004.11.006
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Nelson, R. R., & Sampat, B. N. (2001). Making sense of institutions as a factor shaping economic performance. Journal of Economic Behavior & Organization, 44, 31- 54. http://dx.doi.org/10.1016/S0167-2681(00)00152-9 O’Connor, G. C. (2009). Sustaining breakthrough innovation. Research Technology Management, 52(3), 12-14.
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Phaal, R., Farrukh, C., & Probert, D. (2005). Developing a technology roadmapping system. In T. R. Anderson, D. F. Kocaoglu & T. U. Daim (Eds.), Technology management: a unifying discipline for melting the boundaries. Portland: PICMET. http://dx.doi.org/10.1109/PICMET.2005.1509680
Pich, M. T., Loch, C. H., & Meyer, A. (2001). On uncertainty, ambiguity, and complexity in project management. Management Science, 4, 356-371. Porter, M. E. (1980). Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press.
Rabechini Junior, R., & Carvalho, M. M. (2012). Relacionamento entre gerenciamento de risco e sucesso de projetos. Produção, 23(3), 570-581. http://dx.doi.org/10.1590/S0103-65132012005000091
Rice, M. P., O’Connor, G. C., & Pierantozzi, R. (2008). Implementing a learning plan to counter Sloan Management project uncertainty. MIT Review, 49(2), 53-62.
Ries, E. (2012). A Startup Enxuta. São Paulo: Lua de Papel. Roberts, E. B. (1991). Entrepreneurs in high technology: lessons from MIT and beyond. New York: Oxford University Press. http://dx.doi.org/10.1093/acprof:oso/9780195067040.001.0001
Sarasvathy, S. D. (2001). Causation and effectuation: towards a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263.
Shane, S. (2004). Academic entrepreneurship: university spinoffs and wealth creation. Aldershot: Edward Elgar. http://dx.doi.org/10.4337/9781843769828
Sommer, S. C., Loch, C. H., & Dong, J. (2009). Managing complexity and unforeseeable uncertainty in startup companies: an empirical study. Organization Science, 20, 118-133. http://dx.doi.org/10.1287/orsc.1080.0369
Sommer, S. C., & Loch, C. H. (2004). Selectionism and learning in projects with complexity and unforeseeable uncertainty. Management Science, 50(10), 1334-1347. http://dx.doi.org/10.1287/mnsc.1040.0274
Thiollent, M. (1997). Pesquisa-ação nas organizações. São Paulo: Atlas. Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation: integrating technological, market and organizational change. 3rd. ed. New York: John Wiley & Sons.
Utterback, J. M. (1994). Mastering the dynamics of innovation. Boston: Harvard Business School Press.
Verbong, G. P. J., & Geels, F. W. (2010). Exploring sustainability transitions in the electricity sector with socio-technical pathways. Technological Forecasting & Social Change, 77(8), 1214-1221. http://dx.doi.org/10.1016/j.techfore.2010.04.008
Vohora, A., Wright, M., & Lockett, A. (2004). Critical junctures in the development of university high-tech spinout companies. Research Policy, 33(1), 147-175. http://dx.doi.org/10.1016/S0048-7333(03)00107-0
Afuah, A. N., & Bahran, N. (1995). The hypercube of innovation. Research Policy, 24(1), 51-76. http://dx.doi.org/10.1016/0048-7333(93)00749-J
Agarwal, R., & Bayus, B. L. (2002). The market evolution and take-off of new products innovations. Management Science, 48(5), 1024-1041. http://dx.doi.org/10.1287/mnsc.48.8.1024.167
Block, Z., & MacMillan, I. C. (1985). Milestones for successful venture planning. Harvard Business Review, 63(5), 184-196.
Brinckmann, J., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta- analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24-40. http://dx.doi.org/10.1016/j.jbusvent.2008.10.007
Chapman, C. S. (1997). Project risk management. England: John Wiley & Sons Ltda. Cooper, R. G. (1994). Third-generation new product processes. Journal of Product Innovation Management, 11(1), 3-14. http://dx.doi.org/10.1016/0737-6782(94)90115-5
De Meyer, A., Loch, C. H., & Pich, M. T. (2008). Managing project uncertainty: from variation to chaos. Sloan Management Review, 43(2), 59-68.
Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures? Strategic Management Journal, 24(12), 1165-1185. http://dx.doi.org/10.1002/smj.349
Dosi, G. (1982). Technological paradigms and technological trajectories. Research Policy, 11, 147-162. http://dx.doi.org/10.1016/0048-7333(82)90016-6
Eisenhardt, K. (1989). Building theories from case study. Research Academy of Management, 14(4), 532-550. Geels, F. W. (2002). Technological transitions as evolutionary reconfiguration processes: a multi-level perspective and a case-study. Research Policy, 31, 1257-1274. http://dx.doi.org/10.1016/j.respol.2004.01.015
Geels, F. W. (2004). From sectoral systems of innovation to socio-technical systems insishts about dynamics and change from sociology and institutional theory. Research Policy, 33, 897-920. http://dx.doi.org/10.1016/S0048-7333(02)00062-8
Gomes, L. A. V., & Salerno, M. S. (2010). Modelo que integra processo de desenvolvimento de produto e planejamento inicial de spin-offs acadêmicos. Gestão & Produção, 17, 245-255. http://dx.doi.org/10.1590/S0104-530X2010000200003
Heirman A., & Clarysse, B. (2007). Which tangible and intangible assets matter for innovation speed in start-ups. Journal of Product Innovation Management, 24), 303- 315. http://dx.doi.org/10.1111/j.1540-5885.2007.00253.x
Hughes, T. P. (1987). The evolution of large technological systems. In W. E. Bijker, T. P. Hughes & T. Pinch (Eds.), The social construction of technological systems: new directions in the sociology and history of technology. Cambridge: MIT Press.
Lee, S., Yoon, B., Lee, C., & Park, J. (2009). Business planning based on technological capabilities: patent analysis for technology-driven roadmapping. Technological Forecasting Social Change, 72(5), 769-786. http://dx.doi.org/10.1016/j.techfore.2009.01.003
Lee, S., & Park, J. (2005). Customization of technology roadmaps according to roadmapping purposes: Overall process and detailed modules. Technological Forecasting and Social Change, 72(5), 567-583. http://dx.doi.org/10.1016/j.techfore.2004.11.006
Leifer, R., O’connor, G. C., & Rice, M. P. (2001). Implementing radical innovation in mature firms: the role of hubs. Academy of Management Executive, 15(3), 102-113. http://dx.doi.org/10.5465/AME.2001.5229646
Leydesdorff, L., & Etzkowitz, H. (1998). The triple helix as a model for innovation studies. Science and Public Policy, 25(3), 195-203.
Liberman, M., & Montgomery, B. (1988). First-mover (dis) advantages: retrospective and link with the resource-based view. Strategic Management Journal, 19, 11-25.
Loch, C. H., Solt, M. E., & Bailey, E. M. (2008). Diagnosing unforeseeable uncertainty in a new venture. Journal of Product Innovation Management, 25(1), 28-46. http://dx.doi.org/10.1111/j.1540-5885.2007.00281.x
Lundvall, B. A. (1988). Innovation as an interactive process: from user–producer interaction to the national system of innovation. In G. Dosi, C. Freeman, R. Nelson, G.
Silverberg, & L. Soete (Eds.), Technical change and economic theory. London: Pinter. Martinich, J. S. (1997). Production and operations management: an applied modern approach. New York: John Wiley & Sons. PMid:9411528.
McGrath, R. G., & MacMillan, I. C. (1995). Discovery-driven planning. Harvard Business Review, 73(4), 44-54. Mintzberg, H. (1994). The rise and fall of strategic planning. New York: The Free Press. PMid:8089715.
Nelson, R. R., & Sampat, B. N. (2001). Making sense of institutions as a factor shaping economic performance. Journal of Economic Behavior & Organization, 44, 31- 54. http://dx.doi.org/10.1016/S0167-2681(00)00152-9 O’Connor, G. C. (2009). Sustaining breakthrough innovation. Research Technology Management, 52(3), 12-14.
O’Connor, G. C., & Ayers, A. D. (2005). Building a radical Research Technology innovation competency. Management, 48(1), 23-32. Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. New York: Wiley.
Phaal, R., Farrukh, C., & Probert, D. (2004). Technology roadmapping – planning framework for evolution and revolution. Technological Forecasting & Social Change, 71, 5-26. http://dx.doi.org/10.1016/S0040-1625(03)00072-6
Phaal, R., Farrukh, C., & Probert, D. (2005). Developing a technology roadmapping system. In T. R. Anderson, D. F. Kocaoglu & T. U. Daim (Eds.), Technology management: a unifying discipline for melting the boundaries. Portland: PICMET. http://dx.doi.org/10.1109/PICMET.2005.1509680
Pich, M. T., Loch, C. H., & Meyer, A. (2001). On uncertainty, ambiguity, and complexity in project management. Management Science, 4, 356-371. Porter, M. E. (1980). Competitive strategy: techniques for analyzing industries and competitors. New York: Free Press.
Rabechini Junior, R., & Carvalho, M. M. (2012). Relacionamento entre gerenciamento de risco e sucesso de projetos. Produção, 23(3), 570-581. http://dx.doi.org/10.1590/S0103-65132012005000091
Rice, M. P., O’Connor, G. C., & Pierantozzi, R. (2008). Implementing a learning plan to counter Sloan Management project uncertainty. MIT Review, 49(2), 53-62.
Ries, E. (2012). A Startup Enxuta. São Paulo: Lua de Papel. Roberts, E. B. (1991). Entrepreneurs in high technology: lessons from MIT and beyond. New York: Oxford University Press. http://dx.doi.org/10.1093/acprof:oso/9780195067040.001.0001
Sarasvathy, S. D. (2001). Causation and effectuation: towards a theoretical shift from economic inevitability to entrepreneurial contingency. Academy of Management Review, 26(2), 243-263.
Shane, S. (2004). Academic entrepreneurship: university spinoffs and wealth creation. Aldershot: Edward Elgar. http://dx.doi.org/10.4337/9781843769828
Sommer, S. C., Loch, C. H., & Dong, J. (2009). Managing complexity and unforeseeable uncertainty in startup companies: an empirical study. Organization Science, 20, 118-133. http://dx.doi.org/10.1287/orsc.1080.0369
Sommer, S. C., & Loch, C. H. (2004). Selectionism and learning in projects with complexity and unforeseeable uncertainty. Management Science, 50(10), 1334-1347. http://dx.doi.org/10.1287/mnsc.1040.0274
Thiollent, M. (1997). Pesquisa-ação nas organizações. São Paulo: Atlas. Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation: integrating technological, market and organizational change. 3rd. ed. New York: John Wiley & Sons.
Utterback, J. M. (1994). Mastering the dynamics of innovation. Boston: Harvard Business School Press.
Verbong, G. P. J., & Geels, F. W. (2010). Exploring sustainability transitions in the electricity sector with socio-technical pathways. Technological Forecasting & Social Change, 77(8), 1214-1221. http://dx.doi.org/10.1016/j.techfore.2010.04.008
Vohora, A., Wright, M., & Lockett, A. (2004). Critical junctures in the development of university high-tech spinout companies. Research Policy, 33(1), 147-175. http://dx.doi.org/10.1016/S0048-7333(03)00107-0
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