Luiz Paulo Bignetti

Ora (direis) ouvir estrelas!: Estudo das citações de autores de estratégia na produção acadêmica brasileira

This article analyzes the dominant approaches in the Brazilian studies on strategy. We used a theoretical framework that classifies the main authors in strategy from the classics, such as Andrews, to more recent ones, as Hamel and Prahalad. We classified them into two perspectives. The deterministic view considers the external environment completely distinct and separated from the organization, existing clear boundaries delimiting both. According to the indeterministic view, organization and external environment are not completely separated and independent, but they belong to a continuum. The results are based on the articles presented in the ENANPAD conference from 1997 to 2001, and they point out a predominance of the deterministic view, whose Porter is the most referenced author. The indeterministic view still attracts a few researchers. The small number of Brazilian authors referenced is another relevant finding, showing an unknowingness of the own Brazilian researchers on Brazilian studies in strategy.

As inovações sociais: uma incursão por ideias, tendências e focos de pesquisa

This article starts from the paradox that, despite the amplitude of social problems and the increasing preoccupation with market failures that cause inequalities, social innovation studies still do not represent a major proportion of academic research. The existing approaches, methodologies and practices do not yet constitute a consolidated body of knowledge and there is no strong theory to support them. Therefore, the article presents a preliminary discussion of how social innovations are developed and disseminated and offers some contributions to the establishment of theoretical references and frameworks for the studies about innovative social practices. The fundamental argument expounded here is that studies about social innovation are not similar to those about technological innovation. The character of the processes of development and dissemination of social innovations is considered to be unique and therefore should not be treated according to the same theoretical principles applied to technological innovation. It is proposed that studies on social innovations could be conducted according to three main avenues of research: social entrepreneurship, social organizations and social movements. The most important discussions found in the literature are presented. Key words: social innovation, social entrepreneurship, social organization, social movements.

O processo de inovação em empresas intensivas em conhecimento

The article proposes an alternative approach to the analysis of the links between strategy and innovation in knowledge-based enterprises. Instead of the functional relationships envisaged by classical approaches, the indeterministic approach presented proposes that the environment is a construct, that organization and environment are intertwined, that there are deviation amplifying processes, and that the environment is shared and constructed by actors who influence, modify and create the context. The focus is on the role of decision makers and on the overall process established by them to develop new technologies and to create new markets. The paper reports the development of three generations of technologies in three knowledge-based organizations, as these processes were described by the main decision makers involved. It establishes the relationship among strategic decisions, innovation practices and environmental context and stresses the main characteristics of the initiatives of decision makers concerning the competition and cooperation features of the knowledge-based economy.

A MOBILIZAÇÃO DE CAPACIDADES DINÂMICAS NA LOJAS RENNER

This article analyzes the trajectory of one of the most successful retail firms in Brazil. A longitudinal analysis was performed by describing the mobilization of resources and capabilities during the history of over 90 years of the firm. By exploring the concept of dynamic capabilities, it was possible to describe strategic decisions and actions made during different periods of growth and crisis. The methodological design of the research was twofold. First, primary data were collected from interviews with ten top executives that conducted the firm during the last 50 years. Second, an extensive collection of documents were analyzed, including internal notes, releases, annual reports, communications to stockholders, articles in the press, and others, with a total of 600 pages of raw material. Concerning the main theoretical contributions of the article, it was possible to identify four mechanisms of mobilization of dynamic capabilities: leverage, creation, access, and release of resources and capabilities. With respect to the managerial implications, the study showed that the selective ability of decision makers in linking together the four mobilization mechanisms are essential in periods of stability and turbulence.