Integración entre investigación y desarrollo: Una perspectiva de capacidades dinâmicas

MARANZATO, FELIPE PLANA; SALERNO, MÁRIO SERGIO

doi:10.1590/S0034-759020180503

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ARTICLES • Rev. adm. empres. 58 (5) • Sep-Oct 2018 • https://doi.org/10.1590/S0034-759020180503 copiar

Integración entre investigación y desarrollo: Una perspectiva de capacidades dinâmicas

Autoría SCIMAGO INSTITUTIONS RANKINGS

RESUMEN

La integración entre las actividades de investigación (I) y de desarrollo (D), cuando se organizan separadamente, como departamentos específicos en las empresas, es crucial para el desempeño de la innovación y para la capacidad de adaptación y crecimiento de las empresas. Aunque sea de suma importancia, paradójicamente, muy pocos estudios se han centrado en este tema. Considerando esta integración como una capacitación dinámica, realizamos una revisión bibliográfica sistemática sobre los modelos de integración y de capacitaciones dinámicas, discutimos los puntos de vista distintivos del concepto y cómo se puede aplicarlo. Este estudio contribuye a la sistematización de este campo de conocimiento, para la identificación de lagunas en la literatura de integración entre I y D. También se propone una agenda de investigación.

PALABRAS CLAVE:
Capacidades dinámicas; integración; investigación; desarrollo; modelo conciliatorio

Author(s)	Overview	Departmental separation	Examples of integration mechanisms	Context
White (1977)White, W. (1977). Effective transfer of technology from research to development. Research Management, 20(3), 30-34. doi:10.1080/00345334.1977.11756416 https://doi.org/10.1080/00345334.1977.11...	Overlap of the technology and development phases with the transfer of personnel among departments and, occasionally, just one leader reporting directly to senior management.	Explicit: "Research personnel and development personnel normally continue to report to their respective managements during the cooperative transfer period" (p. 33).	Process to stimulate personnel interaction, e.g., technological forecasting	Medical equipment company, author was director of research
Cohen, Keller, & Streeter (1979)Cohen, H., Keller, S., & Streeter, D. (1979). Transfer of technology from research to development. Research Management, 22(3), 11-17. doi:10.1080/00345334.1979.11756535 https://doi.org/10.1080/00345334.1979.11...	Existence of primary factors (e.g., complete technical knowledge, comprehension of the potential of growth of technology), and secondary elements (e.g., timeliness/ opportunity, senior leadership involved), which affect the technology transfer.	Explicit: "transfer of technology from research to development" (p. 11).	Joint programs (e.g., development people in research laboratories and research activities in development laboratories) are two of primary factors	Study based on 18 projects in IBM published by three of its executives.
Iansiti (1995aIansiti, M. 1995a. Technology development and integration: An empirical study of the interaction between applied science and product development. IEEE Transactions on Engineering Management, 42(3), 259-269. doi:10.1109/17.403744 https://doi.org/10.1109/17.403744... , 1995b)Iansiti, M. 1995b. Technology integration: Managing technological evolution in a complex environment. Research Policy, 24(4), 521-542. doi:10.1016/S0048-7333(94)00781-0 https://doi.org/10.1016/S0048-7333(94)00...	Proposition of a framework based on information processing model to evaluate development speed and R&D productivity considering three stages: exploration, integration and product development. Two approaches are considered: elements focused and system-focused approach (more productive and faster).	Explicit (for the two illustrative cases): focus on "importance of processes linking activities in applied science to those in product development" (1995a, p. 259).	Existence integration group in the system focused approach.	Mainframe companies, 27 projects, longitudinal study (10 years).
Chiesa (1996)Chiesa, V. (1996). Separating research from development: Evidence from the pharmaceutical industry. European Management Journal, 14(6), 638-647. doi:10.1016/S0263-2373(96)00060-6 https://doi.org/10.1016/S0263-2373(96)00...	Detail on the differences of management of research department and development department, based on culture (e.g. R - freedom to express scientific opinions, D - clear-cut priority setting), organization (e.g., R - specialized core teams, D - teamwork among different technical specialists), and people (e.g., R - right place for "single stars", D - teamwork).	Explicit: "separationof the 'research' and 'development' activities organisationally and sometimes physically" (p. 638).	Not explicit.	Nine pharmaceutical companies, case study. ⁽¹⁾ (1) In the article, Chiesa refers to a survey based on a literature analysis and interviews. We consider this a case study.
Eldred & McGrath (1997aEldred, E., & McGrath, M. 1997a. Commercializing new technology - I. Research Technology Management, 40(1), 41-47. doi:10.1080/08956308.1997.11671102 https://doi.org/10.1080/08956308.1997.11... , 1997b)Eldred, E., & McGrath, M. 1997b. Commercializing new technology - II. Research Technology Management, 40(2), 29-33. doi:10.1080/08956308.1997.11671114 https://doi.org/10.1080/08956308.1997.11...	Technology and product development typically require a bridge step called technology transfer that needs three basic elements: program synchronization, technology equalization, and technology transfer management.	Explicit: "technology transfer process requires individuals from both research and development to work effectively together" (1997b, p. 30).	Formation of a technology transfer group.	Not specified, number of cases and industries. ⁽²⁾ (2) The authors were directors of a management consulting firm for technology-based companies. We assume that the model proposed was based on this experience.
Drejer (2002)Drejer, A. (2002). Integrating product and technology development. International Journal of Technology Management, 24(2-3), 124-142. doi:10.1504/IJTM.2002.003048 https://doi.org/10.1504/IJTM.2002.003048...	Integration must consider three dimensions: different aspects of the department involved, the activities related to technology transfer, and time horizons.	Explicit organizational separation for three of four cases: focus on "integration betweenproduct development and technology development" (p.124).	Integrated discussion using models/tools, e.g., Quality Function Deployment.	Different industries, Four cases.
Nobelius (2004)Nobelius, D. (2004). Linking product development to applied research: Transfer experiences from an automotive company. Technovation, 24(4), 321-334. doi:10.1016/S0166-4972(02)00073-1 https://doi.org/10.1016/S0166-4972(02)00...	Based on Eldred and McGrath's model, considers three elements: strategic and operational synchronization, transfer scope, and transfer management - bridging the gap.	Explicit: "applied researchershave been working in more functional departments thanproduct developers" (p. 332).	Design responsibilities for the transfer phase.	Automobile company, internal survey.
Lakemond Johansson, Magnusson, & Safsten (2007)Lakemond, N., Johansson, G., Magnusson, T., & Safsten, K. (2007). Interfaces between technology development, product development and production: Critical factors and a conceptual model. International Journal of Technology Intelligence and Planning, 3(4), 317-330. doi:10.1504/IJTIP.2007.016303 https://doi.org/10.1504/IJTIP.2007.01630...	Six situational factors must be taken into account: complexity and degree of changein the product complexity and degree of changein the production process;technology uncertainty;geographicaland organizationdispersion of technology development and product project development;geographical and organizationaldispersionof project product development andproduction; and market uncertainty.	Explicit: "interfaces between technology development, product development and production must be managed" (p. 317).	Assignment of a full-time integrator is suggested to have an effective transfer.	Five industries, two projects in each, longitudinal three years.
Magnusson & Johansson (2008)Magnusson, T., & Johansson, G. (2008). Managing internal technology transfer in complex product development. European Journal of Innovation Management, 11(3), 349-365. doi:10.1108/14601060810889008 https://doi.org/10.1108/1460106081088900...	A contingency framework must guide the internal technology transfer. Uses the elements presented by Nobelius (2004)Nobelius, D. (2004). Linking product development to applied research: Transfer experiences from an automotive company. Technovation, 24(4), 321-334. doi:10.1016/S0166-4972(02)00073-1 https://doi.org/10.1016/S0166-4972(02)00... to evaluate the technology transfer process. Unit cost and production volumes are important dimensions, and how the new technology affects existing product architecture.	Explicit. "transfer of new technology from technologydevelopment to product development" (p. 349).	Prototypes and engineers "spanning between technology development and product development" (p. 361).	Electrical equipment & telecommunication systems, three cases.
Karlsson Taylor, & Taylor (2010)Karlsson, C., Taylor, M., & Taylor, A. (2010). Integrating new technology in established organizations: A mapping of integration mechanisms. International Journal of Operations & Production Management, 30(7), 672-699. doi:10.1108/01443571011057290 https://doi.org/10.1108/0144357101105729...	Considering a matrix of (1) technological advancement of the product, which arises from technology integration process and (2) level of expertise and prior experience with new technology integration; the combination of the four integration categories needs to be different to effectively integrate each quadrant of the matrix; integration mechanisms.	Focus on the integration of software technology into mechanical products. Separation is not explicit for all cases.	Structure, processes, resources, and culture.	Twelve industries, multiple case-study.
Kurumoto, de Oliveira, & Amaral (2012)Kurumoto, J. S., de Oliveira, M. G., & Amaral, D. C. (2012). Technology-product integration in SMEs: The unclear separation between the technology and product development. Product: Management & Development, 10(2), 95-103. doi:10.4322/pmd.2013.003 https://doi.org/10.4322/pmd.2013.003...	Investigation of integration strategies in small and medium enterprises (SMEs) in technologies and product projects.	Unclear separation of R and D for 9 of 22 cases: "The results show that many SMEs often do not recognize differences between technology and product projects" (p. 100).	No specified mechanisms but they describe some issues in sequential projects approach: "lack of human resources, unskilled employees, and partners" (p. 100).	Twenty-two SMEs, case-study.
Schuh & Apfel (2014)Schuh, G., & Apfel, K. (2014). Framework to design type-based transfer processes between technology and product development. Management Studies, 2(6), 357-372. doi:10.17265/2328-2185/2014.06.001 https://doi.org/10.17265/2328-2185/2014....	Reference exhibit where each project can plan its transfer project, considering: transfer process, transfer object, situational context, requirements, transfer elements, and type-based configuration.	Explicit: "transfer processes between technology development and product development" (p. 357).	Not explicit.	Experience from consultancy projects.

Field	Approach	Difference
Nature	(1) processes/routines	What a DC really is and how it is evident: (1) daily/short-term actions or (2) long-term results
Nature	(2) ability/capacity/enabling device
Agent	(1) Managers	Who puts the DC into practice: (1) specific roles or (2) a broader view considering the whole organization
Agent	(2) Organizations/firms
Action	(1) Change	How the DC affects the capabilities base: (1) change current or (2) creation of new
Action	(2) Creation
Object of action	(1) Competencies/resources	How the DC acts: (1) current conditions or (2) enable to "see the new"
Object of action	(2) Opportunities
Aim	(1) Adapt to changing conditions	For what purpose the DC exists: (1) remain competitive or (2) have a better performance than competitors
Aim	(2) Reach a competitive advantage

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