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Advisor(s)
Abstract(s)
Para acompanharem o mercado, as empresas do ramo automóvel devem formar parcerias interempresas. Se este segmento de empresas atuar isoladamente, não consegue acompanhar os seus competidores/rivais. Porque os veículos são cada vez mais sofisticados, as empresas deste segmento necessitam também de se envolver em atividades de inovação organizacional. Se estas não inovarem a nível interno e externo (como são o caso das parcerias), podem não sobreviver e acabam por encerrar as suas portas.
Neste contexto, esta investigação teve como principal objetivo estudar a influência que a formação de parcerias pode ter na implementação de atividades de inovação organizacional. Este estudo permite assim mostrar às pequenas e médias empresas (PME) do ramo automóvel a importância que tem a inovação a nível organizacional, e a necessidade de se envolverem em parcerias, já que estas podem incitar este tipo de processo de inovação.
Para alcançar o propósito deste estudo, foi adotada uma abordagem de investigação quantitativa com recurso a um questionário dirigido aos empresários-gestores de uma amostra de PME (n=1.100) do setor automóvel e cujo número de respostas válidas foi de 108 empresas.
Com base nos resultados obtidos, conclui-se que o grau de implantação da cooperação/parcerias neste setor é ainda reduzido. As principais razões apontadas pelas empresas da amostra considerada, para o não estabelecimento de parcerias relacionam-se com o receio de poderem vir a encontrar-se numa posição de dependência, bem como o receio que outras empresas/parceiros se convertam em concorrentes.
Com base nas evidências empíricas, conclui-se também que nem todos os motivos para a adoção de parcerias influenciam a implementação de atividades de inovação organizacional nas PME do setor automóvel aqui estudas. Das quatro dimensões de motivos identificados neste estudo (“Eficiência”, “Inovação e Aprendizagem”, “Oportunidades de Mercado” e “Tecnologia e Concorrência”), apenas os motivos associados com “Tecnologia e Concorrência” mostraram ter influência positiva e significativa na inovação organizacional. Este resultado era expectável, já que se trata do setor automóvel, dotado de elevada tecnologia e caracterizado pela complexidade dos automóveis, leva a que as empresas deste setor tenham que se adaptar a este nível tecnológico. Se as empresas neste setor não formarem parcerias podem não ter possibilidade de acompanhar o mercado e ficam de fora da competição.
Implicações para a teoria e prática nestas duas áreas de investigação (parcerias e inovação organizacional) são também apresentadas.
To accompany the market, firms in the car industry must form inter-firm partnerships. If this firm segment acts in isolation, it does not manage to accompany its competitors/rivals. As vehicles are increasingly more sophisticated, firms in this segment also need to become involved in activities of organizational innovation. If they do not innovate internally and externally (as in the case of partnerships), they may not survive and end up closing down. In this context, the main objective here was to study the influence that partnership formation can have on the implementation of organizational innovation activities. This study lets small and medium-sized enterprises (SME) in the car branch see the importance of innovation at the organizational level, and the need to become involved in partnerships, since these can stimulate this type of innovation process. To achieve the aim of the study, a quantitative research approach was adopted, resorting to a questionnaire directed to owners-managers of a sample of SMEs (n=1.100) in the car sector, with 108 firms providing valid responses. The results obtained lead to the conclusion that the degree of implantation of cooperation/partnerships in this sector is still reduced. The main reasons pointed out by the sample firms for not forming partnerships are related to the fear of finding themselves in a position of dependence, as well as the fear that other firms/partners could become competitors. Based on the empirical evidence, it is also concluded that not all motives for adopting partnerships influence the implementation of organizational innovation activities in the car-sector SMEs studied here. Of the four dimensions of motives identified in this study (“Efficiency”, “Innovation and Learning”, “Market Opportunities” and “Technology and Competition”), only the motives associated with “Technology and Competition” were shown to have a positive and significant influence on organizational innovation. This result was expected in the car sector, equipped with high technology and characterized by the complexity of cars, leading to firms in this sector having to adapt technologically. If firms in this sector do not form partnerships they may not be able to accompany the market and so find themselves out of the competition. Implications for theory and practice in these two areas of research (partnerships and organizational innovation) are also presented.
To accompany the market, firms in the car industry must form inter-firm partnerships. If this firm segment acts in isolation, it does not manage to accompany its competitors/rivals. As vehicles are increasingly more sophisticated, firms in this segment also need to become involved in activities of organizational innovation. If they do not innovate internally and externally (as in the case of partnerships), they may not survive and end up closing down. In this context, the main objective here was to study the influence that partnership formation can have on the implementation of organizational innovation activities. This study lets small and medium-sized enterprises (SME) in the car branch see the importance of innovation at the organizational level, and the need to become involved in partnerships, since these can stimulate this type of innovation process. To achieve the aim of the study, a quantitative research approach was adopted, resorting to a questionnaire directed to owners-managers of a sample of SMEs (n=1.100) in the car sector, with 108 firms providing valid responses. The results obtained lead to the conclusion that the degree of implantation of cooperation/partnerships in this sector is still reduced. The main reasons pointed out by the sample firms for not forming partnerships are related to the fear of finding themselves in a position of dependence, as well as the fear that other firms/partners could become competitors. Based on the empirical evidence, it is also concluded that not all motives for adopting partnerships influence the implementation of organizational innovation activities in the car-sector SMEs studied here. Of the four dimensions of motives identified in this study (“Efficiency”, “Innovation and Learning”, “Market Opportunities” and “Technology and Competition”), only the motives associated with “Technology and Competition” were shown to have a positive and significant influence on organizational innovation. This result was expected in the car sector, equipped with high technology and characterized by the complexity of cars, leading to firms in this sector having to adapt technologically. If firms in this sector do not form partnerships they may not be able to accompany the market and so find themselves out of the competition. Implications for theory and practice in these two areas of research (partnerships and organizational innovation) are also presented.
Description
Keywords
Inovação Organizacional Parcerias Pme Setor Automóvel