Análise da gestão da cadeia de valor da inovação em uma empresa do setor siderúrgico

This paper focuses on the analysis of how a company from the steel industry manages the innovation value chain, stressing the factors which are adopted to support this practice. More specifically, it intends to make a comparative analysis based on an innovation value chain proposal from the literature. In addition, the study examines whether the company has a structured PDP and how it integrates with other areas involved in this process. Other important aspects to understand the management practices of the innovation value chain are whether there is involvement of top management; how they originate, select and prioritize new ideas; whether the innovation process is aligned with the company's strategy; how decisions are made; whether they use performance indicators for the management of innovation; and whether the organization advances business models from the innovation projects developed.

[1]  David Wilemon,et al.  Sources and assessment of complexity in NPD projects , 2003 .

[2]  Gina Colarelli O'Connor,et al.  Innovation: From Process to Function , 2012 .

[3]  H. Chesbrough.  Why Companies Should Have Open Business Models , 2007 .

[4]  G. Hamel.  Bringing Silicon Valley inside. , 1999, Harvard business review.

[5]  M. Nieto,et al.  Beyond formal R&D: Taking advantage of other sources of innovation in low- and medium-technology industries , 2009 .

[6]  Morten T. Hansen,et al.  The innovation value chain. , 2007, Harvard business review.

[7]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[8]  C. Hill,et al.  The Performance of Incumbent firms in the Face of Radical Technological Innovation , 2003 .

[9]  Christopher A. Voss,et al.  Case research in operations management , 2002 .

[10]  Robert G. Cooper,et al.  Portfolio Management in New Product Development: Lessons from the Leaders-I , 1997 .

[11]  Daniel A. Levinthal,et al.  ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATION , 1990 .

[12]  M. Meyer,et al.  Revitalize Your Product Lines Through Continuous Platform Renewal , 1997 .

[13]  Robert G. Cooper,et al.  Optimizing the Stage-Gate Process: What Best-Practice Companies Do—I , 2002 .

[14]  Christoph H. Loch,et al.  Selectionism and Learning in Projects with Complexity and Unforeseeable Uncertainty , 2004, Manag. Sci..

[15]  Robert Phaal,et al.  Towards an Integrated Framework for Managing the Process of Innovation , 2009 .

[16]  P. C. Miguel.  Estudo de caso na engenharia de produção: estruturação e recomendações para sua condução , 2007 .

[17]  Geoff Mulgan,et al.  The Process of Social Innovation , 2006, Innovations: Technology, Governance, Globalization.

[18]  G. Slowinski,et al.  After the Acquisition: Managing Paranoid People in Schizophrenic Organizations , 2002 .

[19]  B. Lundvall,et al.  Forms of knowledge and modes of innovation , 2007 .

[20]  H. Hirsch-Kreinsen.  “Low‐Tech” Innovations , 2008 .

[21]  Robert G. Cooper,et al.  Perspective: The Stage‐Gate® Idea‐to‐Launch Process—Update, What's New, and NexGen Systems* , 2008 .