Name: MISLEYDE BASTOS PORTO
Publication date: 09/12/2022
Advisor:
Name |
Role |
|---|---|
| LUCILAINE MARIA PASCUCI | Advisor * |
Examining board:
| Name |
Role |
|---|---|
| LUCILAINE MARIA PASCUCI | Advisor * |
| RUBENS DE ARAÚJO AMARO | Internal Examiner * |
Summary: Innovation processes in organizations encourage connections and detect
opportunities that can be seized. Focusing on the management of the innovation
process, this study investigated how the innovation process can contribute to
organizational learning and unlearning. Concepts related to the management of
organizational innovation, learning and unlearning were adopted as a theoretical
basis, focusing on the process. This is a qualitative, descriptive and explanatory
study whose empirical field was the iNO.VC innovation program, led by a
multinational company. Data were collected through ethnographic interviews, nonparticipant observation and documents. Data were analyzed using narrative analysis
and document analysis techniques. The analysis revealed that the investigated
innovation process promoted relevant cooperation and collaboration between the
organization, startups, government and academia, resulting in innovations that
generated new technologies and process improvements for those involved. There
was greater resistance to innovations in the disruptive dimension; innovations in the
incremental dimension were more accepted, even with routine as a process
impediment. It was confirmed that the closer the relationship between internal and
external agents, the greater the availability for collaboration and cooperation in the
development of innovation. The study highlighted the importance of learning and
unlearning in the innovation process. That is, the act of innovating simultaneously
generates learning and unlearning, which begin at the individual level (by identifying
the problem and ideating the resolution), shared with the group responsible for
developing the innovation that, after being absorbed, disseminates -o enhancing
organizational learning. Results demonstrate unlearning as an obstacle to innovation
due to strong attachment to organizational values and beliefs, as well as old and
obsolete knowledge. That is, a conviction of the impossibility of unlearning and
eliminating knowledge. Such resistance proved to be a hindrance to innovation in the
investigated organization, making its dissemination slower. Finally, the study showed
that the more the organization innovates, the more learning and unlearning are
produced and shared by encouraging reflective practice, enhancing an organic
evolution of learning.
