Resumo Subsidiárias realizam atividades de inovação em mercados estrangeiros, quer para capturar o conhecimento valioso que é necessário para adaptar seus produtos aos mercados locais ou para criar conhecimento de alto valor para a sede. No contexto de multinacionais de mercados emergentes, a maioria dos estudos têm negligenciado os determinantes da transferência de conhecimetno provenientes de subsidiárias (transferência reversa). Foram analisadas as respostas de uma pesquisa realizada com 78 multinacionais brasileiras que possuem subsidiárias em mercados desenvolvidos e emergentes. Verificou-se que a complexidade do conhecimento desenvolvido na subsidiária, bem como a sua autonomia e inserção no mercado externo determinam o fluxo de transferência reversa de conhecimento na empresa multinacional emergente. Este trabalho enriquece estudos anteriores sobre transferência reversa de conhecimento destacando os principais drivers para as multinacionais dos mercados emergentes.

Abstract Subsidiaries conduct innovation activities in foreign markets either to capture valuable knowledge that is necessary to adapt their products to local markets or to create valuable knowledge for headquarters. For emerging market multinationals, most studies have overlooked the determinants of successful reverse knowledge transfer from subsidiaries located in emerging and developed markets. This paper analyzed the responses of a survey administered to 78 Brazilian multinationals that own subsidiaries in developed and emerging markets. We found that knowledge complexity developed at the subsidiary, its autonomy and embeddedness in the foreign market determine the successful reverse knowledge transfer to headquarters of emerging market multinationals. This paper contributes to previous studies of reverse knowledge transfer by underlying the main drivers for emerging market multinationals.

Resumen Filiales realizan actividades de innovación en los mercados extranjeros, ya sea para capturar el conocimiento valioso que es necesario para adaptar sus productos a los mercados locales, o con el fin de crear conocimiento de alto valor para su sede. Respecto a las multinacionales de mercados emergentes, en la mayor parte de los estudios no se ha dado la debida atención a los factores determinantes de la transferencia de conocimiento a partir de filiales (transferencia inversa). En este estudio se analizan las respuestas de una encuesta realizada a 78 multinacionales brasileñas que poseen filiales en mercados desarrollados y emergentes. Los resultados indican que la complejidad del conocimiento desarrollado en la filial, así como su autonomía e inserción en el mercado externo determinan el flujo de transferencia inversa de conocimiento en la empresa multinacional emergente. Con este trabajo, se colabora al desarrollo de los estudios acerca de la transferencia inversa de conocimiento, con énfasis en los principales drivers para las multinacionales de mercados emergentes.

Abstract This study aims to understand early signs’ sensemaking relevance to identifying unknown unknowns on innovative projects. When managing these projects, early signs of changes in the environment, combined with a sensemaking process, can help identify them prior to their occurrence and mitigate unwanted effects of these uncertainties. To this end, we conducted a field research to assess 16 projects, totaling 35 events representative of this kind of uncertainty. Based on in-depth interviews, we performed an initial qualitative analysis, and then applied non-parametric statistical tests. Early signs perception in cases where external factors may cause the occurrence of unknown unknowns show that this perception and the search for information are relevant to identifying unk unks. Furthermore, some biases, such as overconfidence and unrealistic optimism, can hinder it. There was a high prevalence of project managers detecting early signs of change in their projects at the beginning of the project. However, the majority of perceived early signs can be considered to be the first symptoms of a problem. Thus, as a contribution, we suggest: learning processes, which can provide sensemaking for early signs in unknown unknowns; project managers stimulating their team to be alert to environmental changes that may affect the project; and discussion of early signs perceived by the team during stakeholder management.

RESUMO Objetivo: Compreender se os gestores mais experientes incorrem na falácia da centralidade, negligenciando a busca de informação sobre os unknown unknowns em projetos inovadores para dar sentido (sensemaking) ao que ocorre no contexto do projeto. Originalidade/lacuna/relevância/implicações: A falácia da centralidade, teoria formulada por Westrum, foi observada na ação de diversos especialistas, como cientistas, praticantes da medicina, bombeiros. Pretende-se expandir esse contexto, aplicando-a à gestão de projetos inovadores no ambiente de negócios. Com base nessa avaliação, pretende-se sugerir métodos e técnicas que possam ser adotados para antecipar a percepção da ocorrência de unknown unknowns, de forma aumentar a probabilidade de sucesso dos projetos. Principais aspectos metodológicos: Foi realizada uma pesquisa de campo que selecionou 16 projetos, totalizando 35 eventos imprevistos. Com base em entrevistas, a análise dos dados foi inicialmente qualitativa e posteriormente quantitativa, baseada em testes estatísticos não paramétricos. Síntese dos principais resultados: Apesar da relevância da busca por informação para lidar com os unknown unknowns, sua adoção se revelou inversamente correlacionada ao tempo de experiência profissional dos gestores. Vieses, como ancoragem, consciência limitada, escalada do comprometimento e excesso de confiança, dificultaram a percepção da lacuna de conhecimento. Principais considerações/conclusões: As recomendações deste trabalho são predominantemente práticas: conscientização dos envolvidos sobre a lacuna de conhecimento, um ambiente favorável à inovação e utilização de práticas de aprendizagem durante o projeto.

ABSTRACT Purpose: understand whether the most experienced managers would incur in the fallacy of centrality, neglecting the search for information on unknown unknowns in innovative projects to sensemaking what happens in the project context. Originality/gap/relevance/implications: the fallacy of centrality, theory formulated by Westrum, was observed in the action of various experts such as scientists, medical practitioners, and firefighters. It is intended to expand this context, analyzing the management of innovative projects in the business environment. Based on this assessment, we will suggest methods and techniques that can be adopted to anticipate the perception of occurrence of unknown unknowns, in order to increase the probability of success of the projects. Key methodological aspects: a field survey was conducted in which 16 projects were selected. In such projects, 35 unanticipated events, which represent the unknown unknowns, were identified. Based on interviews, the data analysis was initially qualitative, followed by non-parametric statistical tests. Summary of key results: despite the relevance of the search for information to deal with the unknown unknowns, its adoption has proved it is inversely correlated with the average length of professional experience of managers. Biases, such as anchoring, limited awareness, escalation of commitment, and overconfidence, hampered the perception of gaps in their knowledge. Key considerations/conclusions: the recommendations of this study are predominantly practices: awareness of stakeholders on knowledge gaps, a favorable environment for innovation, and use of learning practices during the project.

RESUMEN Objetivo: entender si los gerentes más experimentados incurren en la falacia de la centralidad, descuidando la búsqueda de información sobre las unknown unknowns en proyectos innovadores para dar sentido (sensemaking) a lo que sucede en el contexto del proyecto. Originalidad/laguna/relevancia/implicaciones: La falacia de la centralidad, la teoría formulada por Westrum, se observó en la acción de varios expertos como los científicos, médicos y bomberos. Se tiene la intención de ampliar este contexto, aplicándolo a la gestión de proyectos de innovación en el ámbito empresarial. Sobre la base de esta evaluación, se van a sugerir métodos y técnicas que se pueden adoptar para anticipar la percepción de ocurrencia de unknown unknowns, con el fin de aumentar la probabilidad de éxito de los proyectos. Principales aspectos metodológicos: un estudio de campo se llevó a cabo, donde se seleccionaron 16 proyectos, identificando 35 eventos no anticipados. Sobre la base de entrevistas, el análisis de los datos fue inicialmente cualitativo, seguido de pruebas estadísticas no paramétricas. Síntesis de los principales resultados: a pesar de la relevancia de la búsqueda de información para hacer frente a las unknown unknowns, su adopción ha demostrado que está inversamente correlacionada con la duración media de la experiencia profesional de los directivos. Los sesgos como anclaje, la conciencia limitada, aumento del compromiso y el exceso de confianza, obstaculizaron la percepción de lagunas en sus conocimientos. Principales consideraciones/conclusiones: las recomendaciones de este estudio son fundamentalmente prácticas: la concienciación de los interesados sobre las lagunas de conocimiento, un entorno favorable para la innovación y el uso de prácticas de aprendizaje durante el proyecto.

The Research & Development & technological innovation (RD & I) are among the main sources for the development and growth of developed and developing countries. To stimulate investment in RD & I by private companies, the government resorts to several mechanisms, such as financial and non-financial incentives, such as tax incentives. Thus, this work is aimed at analyzing, through an exploratory research with private companies from various sectors of the Brazilian economy, the use of tax incentives for RD & I in the private sector, set forth in the main public incentive mechanism for RD & I enforced by the Federal Government of Brazil - Lei do Bem. The findings show the importance of public policies to promote investment in RD & I in Brazilian private firms, but also highlight difficulties and improvement suggestions for the use of tax incentives provided for by the Good Law - Lei do Bem, which results in a number far below the expectations of the Federal Government of Brazil.

In view of the current global context, which challenges are facing science- and technology-based developments and cooperation in a way to contribute for policies that stimulate localized learning, innovation and endogenous development in Latin America? This broad question has motivated the work behind the Special Issue introduced by this paper, which considers the development of case studies in selected Latin America regions. The analysis lead us to argue that value-based networks have the potential to make both public policies and markets more effective, promoting learning trajectories for the inclusive development of regions. But they require effective public investments to keep attracting and qualifying human resources, together with long-term developments towards technical industries and export capacity for emerging markets worldwide. Our analysis argues about the unique potential for further developing Latin America through strategic international, knowledge-based ventures, exploring the emerging role the internationalization of universities and scientific institutions may play at a global level. Above all, they require the systematic observation of science and technical change in international comparison, as well as a relational infrastructure for collective action, at an international level, in a context much influenced by a dynamic of change and a necessary balance between the creation and diffusion of knowledge towards the endogenous development of all parts involved. The role of Latin America Universities and science policies based on international cooperation are considered to be particularly important in this process.

No ambiente dinâmico e complexo de negócios, caracterizado por desafios constantes, o eficaz gerenciamento de projetos é um dos determinantes da sobrevivência das organizações. Todavia, para alcançarem melhor desempenho, as empresas precisam ter processos de gerenciamento de projetos estruturados e maduros. Embora existam diversos modelos de maturidade, que proporcionam uma abordagem quantitativa, o caminho em sua busca não tem sido um assunto empiricamente pesquisado, portanto, o objetivo neste estudo foi identificar os principais fatores condicionantes da maturidade em gerenciamento de projetos em organizações brasileiras. Para tanto, foi adotado o método de pesquisa de estudo de campo, por meio de e-survey, de natureza descritiva e correlacional, junto a 473 participantes, tomadores ou influenciadores de decisões em gerenciamento de projetos, quanto à sua percepção sobre os fatores condicionantes, representando 360 organizações de diferentes tipos, portes e segmentos da economia brasileira. Os resultados do estudo permitem concluir que os principais fatores condicionantes da maturidade em gerenciamento de projetos nas empresas estudadas observam a seguinte hierarquia, do mais para o menos importante: processos e ferramentas; pessoas e equipe; apoio organizacional; orientação a clientes; qualidade dos gerentes de projetos; e orientação a negócios. Esses fatores condicionantes, especialmente o primeiro, se trabalhados adequadamente nas organizações, podem alavancar os níveis de maturidade em gerenciamento de projetos.

In the dynamic and complex business environment, characterized by constant challenges, effective project management is a major determinant of survival for organizations. However, in order to achieve better performance, organizations must have structured and mature project management processes. Although there are many maturity models which provide a quantitative approach, the path in search of maturity has not been empirically studied as a subject. The objective of this study was to identify the main factors for maturity in project management in Brazilian organizations. To this end, we adopted the research method field study, by means of descriptive and correlational e-survey with 473 participants, decision makers, or decision influencers in project management - representing 360 organizations of different types, sizes and segments of the Brazilian economy - and their understanding of the influencing factors. The results indicate that the main factors for maturity in project management in the companies studied observe the following hierarchy, from most to least: processes and tools; people and team; organizational support; customer orientation; quality of project managers; and orientation to business. These conditioning factors, especially the first, if properly applied in organizations, can leverage levels of maturity in project management.

En el ambiente dinámico y complejo de los negocios, que se caracteriza por desafíos constantes, la eficaz gestión de proyectos se convierte en un factor determinante de la sobrevivencia de las organizaciones. Sin embargo, para que logren un mejor desempeño, las empresas deben contar con procesos de gestión de proyectos estructurados y maduros. Aunque existan diferentes modelos de madurez que proporcionan un enfoque cuantitativo, el camino en su búsqueda no es un asunto que se haya estudiado empíricamente. Por tanto, el objetivo en este estudio fue identificar los factores condicionantes de la madurez en la gestión de proyectos en organizaciones brasileñas. Se adoptó el método de estudio de campo, por medio de un e-survey de naturaleza descriptiva y correlacional, que se aplicó a 473 participantes, tomadores o influenciadores de decisiones en gestión de proyectos, con el fin de analizar su percepción con relación a los factores condicionantes. Estos profesionales representan a 360 empresas de diferentes tipos, portes y segmentos de la economía brasileña. Los resultados permiten concluir que los principales factores condicionantes de la madurez en gestión de proyectos en estas empresas siguen la siguiente jerarquía (del factor más importante al menos importante): procesos y herramientas; personas y equipo; apoyo organizacional; orientación a clientes; calidad de los gerentes de proyectos; y orientación de negocios. Estos factores condicionantes, especialmente el primero, si se trabajan de manera adecuada en las organizaciones, pueden incrementar los niveles de madurez en gestión de proyectos.

The seminars of the Latin Ibero-American Association of Technology Management (ALTEC) they are one of the most important spaces in this region for the discussion of the research in the discipline of innovation and technology management. This article presents a brief panorama of the main thematic areas approached in 14 seminars carried out by that association from 1985 until the year 2011. In this context, a group of 18 articles is presented, which discuss in this volume the technology and innovation management in Latin American companies of diverse size, from an individual and sectoral focus.

Los encuentros bianuales realizados por la Asociación Latino-Iberoamericana de Gestión Tecnológica (ALTEC) constituyen en la actualidad uno de los espacios más importantes en esta región para la discusión de la investigación en la disciplina de la gestión de la innovación y la tecnología. En este artículo se presenta brevemente un panorama de las principales áreas temáticas abordadas en 14 encuentros realizados por esa asociación desde 1985 hasta el año 2011. En este contexto, se presenta un conjunto de 18 artículos que tratan en este volumen sobre la gestión de la innovación y la tecnología en empresas latinoamericanas de diverso tamaño, desde un enfoque individual y sectorial.

The internationalization of Brazilian companies brings a new reality: the need for implementation of global projects that bring, in turn, the challenge of managing multicultural teams. Since this is a recent phenomenon with little theoretical development, this study sought to understand the relationships between cultural characteristics and management teams of global projects in Brazilian multinationals. To carry this discussion forward, we studied six cases of Brazilian multinational companies, with the aim of deepening the understanding of the management of global teams, involving the planning, deployment, development and management of human resources. Among the projects studied, it was found that there is very little concern with the specific issue of multiculturalism and little inter-cultural incentive to the development of team members, which ends up hindering the construction of a global mindset, important for the Brazilian multinational companies to perform successfully abroad. Faced with this situation, each of the managerial processes mentioned were presented with a number of actions to be undertaken by the project manager in three different dimensions: the project itself, the organization and the global environment. The work contributes, thus, to enable Brazilian multinational companies to manage their global teams in order to maximize the advantages of global teams, such as increased creativity and innovative capacity, but avoid the problems that multiculturalism can bring, ranging from conflicts between people to project failure.

The study seeks to understand the factors for selecting partners in technology alliances prevailing in the Brazilian chemical industry. The data comes from two successive stages. Based on the theory of resource-based view (RBV), together with qualitative evidences from a previous study carried out in the Brazilian petrochemical leader (analyzing 20 technological alliances with different kind of partners, and encompassing diverse types of projects - incremental, platforms, radical and basic science), it was possible to identify domains in the exploitation-exploration continuum and generate the conceptual model and the derived research hypotheses to be tested in the quantitative research, using a websurvey for data collection in the Brazilian chemical industry. By using the techniques of Multinomial Logistic Regression and Binomial Logistic Regression, the study outlines a series of relationships determining the most important selection factors depending on the type of partner and type of project. Finally, implications are discussed.

This paper analyses three case firms whose innovation management processes have been consolidated. The companies Natura, IBM (Brazilian Subsidiary) and Siemens (ChemTech/Brazil) were studied with the purpose of analysing the implementation of OI, particularly in terms of: (a) its alignment with existing corporate strategy; (b) its requirements such as culture, skill and motivation; (c) the strategy and the implementation process; (d) the results achieved (e) the present barriers and enablers. The research is qualitative in nature and employs a descriptive approach. The main results of this study, obtained using a method called 'Collective Subject Speech' , show that the implementation of OI, both structured and non-structured, is mainly challenged by cultural issues. It has been observed that the implementation of OI process is at its embryonic stage in all case firms and that this occurs along with investments in closed innovation, meaning that OI results cannot be explored at this stage of the implementation, as there is a long way to consolidate these practices in the case firms studied.

The seminars of the Latin-Ibero-American Association of Technology Management (ALTEC) they are one of the most important spaces in this region for the discussion of the research in the discipline of innovation and technology management. This article presents a brief panorama of the main thematic areas approached in 14 seminars carried out by that association from 1985 until the year 2011. In this context, a group of 25 articles is presented, which discuss in this volume the aspects macro of the management of the innovation, such as the construction of favorable environments for the innovation, the form like the innovation is managed in specific territories and the linking forms among the actors in the innovation processes.

Los encuentros bianuales realizados por la Asociación Latino-Iberoamericana de Gestión Tecnológica (ALTEC) constituyen en la actualidad uno de los espacios más importantes en esta región para la discusión de la investigación en la disciplina de la gestión de la innovación y la tecnología. En este artículo se presenta brevemente un panorama de las principales áreas temáticas abordadas en 14 encuentros realizados por esa asociación desde 1985 hasta el año 2011. En este contexto, se presenta un conjunto de 25 artículos que tratan en este volumen de los aspectos macro de la gestión de la innovación, tales como la construcción de entornos favorables para la innovación, la forma como se gestiona la innovación en territorios específicos y las formas de vinculación entre los actores que ocurren en los procesos de innovación.

The seminars of the Latin Ibero-American Association of Technology Management (ALTEC) they are one of the most important spaces in this region for the discussion of the research in the discipline of innovation and technology management. This article presents a brief panorama of the main thematic areas approached in 14 seminars carried out by that association from 1985 until the year 2011. In this context, a group of 28 articles is presented, which discuss in this volume the project management of R&D and innovation, the knowledge management, the social innovation and the relationships between innovation and sustainable development.

Los encuentros bianuales realizados por la Asociación Latino-Iberoamericana de Gestión Tecnológica (ALTEC) constituyen en la actualidad uno de los espacios más importantes en esta región para la discusión de la investigación en la disciplina de la gestión de la innovación y la tecnología. En este artículo se presenta brevemente un panorama de las principales áreas temáticas abordadas en 14 encuentros realizados por esa asociación desde 1985 hasta el año 2011. En este contexto, se presenta un conjunto de 28 artículos que tratan en este volumen de la gestión de proyectos de I+D e innovación; las relaciones entre la innovación y la gestión del conocimiento, la innovación social y el desarrollo sustentable.

O objetivo deste trabalho é estudar os vínculos existentes entre as práticas de gerenciamento de projetos vis-à-vis a adequação da estrutura e das competências organizacionais. A metodologia de estudo de caso foi escolhida para auxiliar na apresentação deste trabalho na forma de resultados de uma investigação empírica. A pesquisa foi realizada em uma empresa da cadeia produtiva do setor automobilístico. Os resultados apontaram os fatores determinantes da estrutura, dos quais se destacam: a falta de memória técnica, o desenvolvimento gerencial e o custo da estrutura. Além disso, foi constatado um cenário de baixas competências nos âmbitos do indivíduo, das equipes e da organização.

This study aims to understand the links between project management practices and organizational structure and competences. The case study methodology was chosen in order to present an empirical investigation. The research was conducted in a company in the automotive sector. The results show the structure determinants, among which are: lack of memory technology, management development, and cost structure. Furthermore, a scenario of low competences was found in the individual, team , and organizational dimensions.

Este trabalho verifica a aplicação das práticas gerenciais descritas no PMBOK, na gestão da construção de duas hidrelétricas de grande porte no Brasil. Utilizando o método do estudo de caso, esta pesquisa permitiu a obtenção dos dados práticos referentes a 23 proposições selecionadas do PMBOK. O levantamento de campo, realizado em 2005, ocorreu por observação direta, coleta de documentos, entrevistas estruturadas e abertas. Visando à obtenção de dados sob perspectivas diferentes, foram selecionados para entrevista não só os gestores atuantes nos canteiros de obras dos dois projetos, mas também os executivos da matriz e um consultor. Os resultados atestam que as práticas de gerenciamento adotadas pelos gestores dos dois projetos, caso objeto deste estudo, são aderentes às proposições do PMBOK. Obteve-se também a descrição das práticas de gerenciamento de tempo, custo, comunicação e outras práticas relevantes não contempladas pelo modelo PMBOK. O trabalho permite recomendar que os referenciais relativos a caminho crítico, orçamento e flexibilização das proposições do PMBOK estão entre os aspectos prioritários a serem investigados em futuras pesquisas sobre gerenciamento de projetos.

This study verifies the application of the management practices proposed in the PMBOK to the construction management of two major hydroelectric power plants in Brazil. Using the case study method, this research has allowed to assess management pratices concerning twenty-three PMBOK's selected propositions. The direct observations, the documents surveys and the interviews - using the multiple-choice and the constructed-response questions - were the methods used to collect the required data and evidences. The job site managers, the executives of the head office and the consultant were interviewed so as to get different views of the information gathered. The research results attest that the management practices applied by managers in both studied projects are adherents to the PMBOK propositions. Moreover, it was possible to describe management practices related to time, cost, communication and to others relevant practices that were taken for granted by PMBOK. This study indicates that the references related to the project critical path, the project budget and the flexibility of the propositions of the PMBOK are among of prior aspects to be investigate in the future researches about project management.

O gerente de projeto, no seu papel de liderança, é um elemento-chave, tanto para o sucesso dos empreendimentos que coordena, quanto para a implementação das estratégias das organizações. Adicionalmente, pode se tornar importante para o futuro da organização, ao usar sua capacidade empreendedora para vislumbrar novas necessidades e oportunidades. No entanto, o gerente de projetos tem responsabilidades operacionais, de planejamento, monitoramento, contabilização e controle do projeto, que muitas vezes contrastam com as características de um empreendedor. Ante essas visões contraditórias sobre o gerente de projetos torna-se relevante avaliar se as características de um empreendedor quando incorporadas no perfil de um gerente se refletem em projetos mais bem sucedidos do ponto de vista empresarial. Para esta avaliação, foi feita uma pesquisa de campo com 164 gerentes de projetos, em sua maioria homens, com estudos de pós-graduação e bastante experientes. A análise não-paramétrica indicou uma tendência de se ter projetos mais bem sucedidos quanto maior for a tendência empreendedora do gerente de projetos. Houve um destaque para a tendência criativa, para a qual se pôde observar um impacto positivo sobre inúmeros critérios de sucesso.

A project manager as a leader is the key element to assure the success of the ventures he/she is responsible for and to implement the organization strategies. Besides, the project manager can be very important to the future of the organization by applying entrepreneur skills aiming at needs and new opportunities. However, he/she has operational responsibilities such as planning, monitoring, and accounting and control of the project which can, some times, conflict with characteristics of an entrepreneur. Therefore, it is relevant to evaluate whether a project manager has the required entrepreneur skills which when combined the skills of a manger result in successful projects. In order to perform this evaluation, a study with 164 graduate and highly experienced project managers, most men, was carried out. A Nonparametric analysis indicated that the greater the project manager’s entrepreneur tendency, the more successful the projects can be conceived. The creative tendency proved important since the results demonstrated a number of success criteria associated.