A influência dos ambientes de inovação nos resultados de P&amp;D

Schmidt, Serje; Balestrin, Alsones; Engelman, Raquel; Bohnenberger, Maria Cristina

doi:10.1016/j.rausp.2016.07.004

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Sumário

Technology management • Rev. Adm. (São Paulo) 51 (4) • Oct/Dec 2016 • https://doi.org/10.1016/j.rausp.2016.07.004 copiar

A influência dos ambientes de inovação nos resultados de P&D

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

No Brasil e no mundo, incubadoras e parques científico-tecnológicos (ISTPs) são continuamente adotados para fomentar o desenvolvimento regional. Entretanto, a incongruência entre o crescente número de ISTPs e a inconclusividade dos seus resultados motivam preocupações quanto à sua efetividade e suscitam questionamentos sobre como ocorre o processo de inovação nesses ambientes. Apesar das indicações da crescente possibilidade e necessidade de pesquisas quantitativas para o estudo desses habitats, poucas investigações adotaram essa abordagem. O objetivo deste trabalho é analisar a influência dos recursos promovidos por ISTPs nos resultados de P&D das organizações por eles hospedadas. Foi realizada uma pesquisa quantitativa, composta por um levantamento de corte transversal. O maior grau de especificidade na observação e análise do ambiente empírico contribuiu para o avanço da literatura no sentido de propor uma estrutura para classificação dos recursos promovidos pelas ISTPs e identificar que tipos de recursos estão associados aos resultados de projetos de P&D.

Palavras-chave:
Incubadoras; Parques científico-tecnológicos; Inovação; Recursos

Type of managerial level	Description
a) miss ion, goals and strategies	Explicit innovation strate gies and in novation goals that match this strategy.
b) structures and systems	Specialization and formalization degrees, decision centrali zation, number of employees, organization complexity, among others.
c) resource allocation	R&D intensity, resources flexibility and turnover and commitment to differentiated funding.
d) organizational learning	Tolerance of failed ideas, support for experimentation, university linkage costumer contact time and frequency, among others .
e) organizational cultures	Autonomy, trust climate, risk-taking culture, among others.

Type of managerial level	Resources provided by ISTPs (name of the variable in brackets)	References
a) mission, goals and strategies	• [Strategic Planning] Business strategic planning • [Man agement Diagnosis] Management diagnoses •[Company Structuring] Assistance in the structuring of the company	(Ku, Liau, & Hsing, 2005; Lahorgue, 2004Lahorgue, M. A. (2004). Pólos, Parques e Incubadoras. Brasilia: Anprotec/Sebrae.; Massey et al., 1992Massey, D., Quintas, P., & Wield, D. (1992). High tech fantasies: Science parks in society, science and space. London: Routledge.; Radosevic & Myrzakhmet, 2009Radosevic, S., & Myrzakhmet, M. (2009). Between vision and reality: Promoting innovation through technoparks in an emerging economy. Technovation, 29(10), 645-656. http://dx.doi.org/10.1016/j.technovation.2009.04.001 http://dx.doi.org/10.1016/j.technovation... )
b) structures and systems	•[Legal Assistance] Legal assistance for drafting contracts •[IP Assistance] Assistance on intellectual property mechanisms •[Commercial Feasibility] Commercial feasibility study • [Market Research] Assistance on marketres earches • [Logistics Study] Study of dist ributio n channels and logistics • [Pricing Assistance] Assistance for the formation of prices	Hansson, Husted, & Vestergaard, 2005Hansson, F., Husted, K., & Vestergaard, J. (2005). Second generation science parks: From structural holes jockeys to social capital catalysts of the knowledge society. Technovation, 25(9), 1039-1049. http://dx.doi.org/10.1016/j.technovation.2004.03.003 http://dx.doi.org/10.1016/j.technovation... ; Ku et al., 2005; Lahorgue, 2004Lahorgue, M. A. (2004). Pólos, Parques e Incubadoras. Brasilia: Anprotec/Sebrae.; Massey et al., 1992Massey, D., Quintas, P., & Wield, D. (1992). High tech fantasies: Science parks in society, science and space. London: Routledge.; Radosevic & Myrzakhmet, 2009Radosevic, S., & Myrzakhmet, M. (2009). Between vision and reality: Promoting innovation through technoparks in an emerging economy. Technovation, 29(10), 645-656. http://dx.doi.org/10.1016/j.technovation.2009.04.001 http://dx.doi.org/10.1016/j.technovation... ; Watkins-Mathys & Foster, 2006Watkins-Mathys, L., & Foster, M. J. (2006). Entrepreneurship: The missing ingredient in China's STIPs?. Entrepreneurship & Regional Development, 18(3), 249-274.)
c) resource allocation	• [Call for Proposals] Participati on in call s for proposals for funding •[Scholarships] Allocation of scholarships for the promotion of innovation • [Investors] Contact with prospective investors •[Laboratories] Research/prototyping laboratories •[Equipment] Assessment/metrology/calibration instruments	(Hansson et al., 2005; Kihlgren, 2003Kihlgren, A. (2003). Promotion of innovation activity in Russia through the creation of science parks: The case of St. Petersburg (1992–1998). Technovation, 23(1), 65.; Lahorgue, 2004Lahorgue, M. A. (2004). Pólos, Parques e Incubadoras. Brasilia: Anprotec/Sebrae.; Radosevic & Myrzakhmet, 2009Radosevic, S., & Myrzakhmet, M. (2009). Between vision and reality: Promoting innovation through technoparks in an emerging economy. Technovation, 29(10), 645-656. http://dx.doi.org/10.1016/j.technovation.2009.04.001 http://dx.doi.org/10.1016/j.technovation... ; Watkins-Mathys & Foster, 2006)Watkins-Mathys, L., & Foster, M. J. (2006). Entrepreneurship: The missing ingredient in China's STIPs?. Entrepreneurship & Regional Development, 18(3), 249-274.
d) organizational learning	• [Students] University students (scholarships, internships, undergraduate thesis, etc.) • [Professors and Researchers] University professors and researchers • [Professionals of Partners] Professionals from partner institutions • [Cnsultants] Consultants from technical and scientific areas • [Research Institutes] Profess ional s fro m re search instit utes •[Classrooms] Classrooms and auditoriums •[Audiovisual Equipment] Audiovisual equipment • [Distanc e Learning] Distanc e learning	(Bakouros, Mardas, & Varsakelis, 2002Bakouros, Y. L., Mardas, D. C., & Varsakelis, N. C. (2002). Science park, a high tech fantasy? An analysis of the science parks of Greece. Technovation, 22(2), 123.; Etzkowitz, Mello, & Almeida, 2005Etzkowitz, H., Mello, J. M. A. d., & Almeida, M. (2005). Towards meta-innovation in Brazil: The evolution of the incubator and the emergence of a triple helix. Research Policy, 34(4), 411-424. http://dx.doi.org/10.1016/j.respol.2005.01.011 http://dx.doi.org/10.1016/j.respol.2005.... ; Hansson et al., 2005; Ku et al., 2005; Lahorgue, 2004;Lahorgue, M. A. (2004). Pólos, Parques e Incubadoras. Brasilia: Anprotec/Sebrae. Massey et al., 1992Massey, D., Quintas, P., & Wield, D. (1992). High tech fantasies: Science parks in society, science and space. London: Routledge.; Westhead & Batstone, 1998Westhead, P., & Batstone, S. (1999). Perceived benefits of a managed science park location. Entrepreneurship & Regional Development, 11(2), 129-154. http://dx.doi.org/10.1080/089856299283236 http://dx.doi.org/10.1080/08985629928323... )
e) organizational cultures	• [Social Areas] Restaurants, shops and leisure areas • [Sports Areas] Areas for sport activities • [Events Area] Area for cultural and corporative events	(Hansson et a l., 2005; Lahorgue, 2004Lahorgue, M. A. (2004). Pólos, Parques e Incubadoras. Brasilia: Anprotec/Sebrae.; Watkins-Mathys & Foster, 2006Watkins-Mathys, L., & Foster, M. J. (2006). Entrepreneurship: The missing ingredient in China's STIPs?. Entrepreneurship & Regional Development, 18(3), 249-274.)

Region	State	Respondents				ANPROTEC members
		N. Businesses	%	N. ISTPs	%	N. ISTPs	%
North	Amapá	2	0.8	1	1.2	2	0.7
	Amazonas	12	4.5	2	2.4	4	1.5
	Pará	1	0.4	1	1.2	6	2.2
	Sum	15	5.7	4	4.8	12	4.5
Northeast	Alagoas	4	1.5	2	2.4	8	3.0
	Bahia	2	0.8	1	1.2	3	1.1
	Ceará	6	2.3	3	3.6	7	2.6
	Paraíba	1	0.4	1	1.2	7	2.6
	Pernambuco	2	0.8	1	1.2	8	3.0
	Rio Grande do Norte	3	1.1	1	1.2	4	1.5
	Sum	18	6.8	9	10.7	37	13.8
Midwest	Distrito Federal	7	2.7	1	1.2	5	1.9
	Goiás	2	0.8	1	1.2	6	2.2
	Mato Grosso do Sul	1	0.4	1	1.2	7	2.6
	Sum	10	3.8	3	3.6	18	6.7
Southeast	Espírito Santo	2	0.8	2	2.4	5	1.9
	Minas Gerais	29	11.0	12	14.3	28	10.4
	Rio de Janeiro	24	9.1	8	9.5	29	10.8
	São Paulo	48	18.2	19	22.6	58	21.6
	Sum	103	39.0	41	48.8	120	44.6
South	Paraná	20	7.6	6	7.1	27	10.0
	Rio Grande do Sul	62	23.5	14	16.7	34	12.6
	Santa Catarina	36	13.6	7	8.3	21	7.8
	Sum	118	44.7	27	32.1	82	30.5
	Total	264	100.0	84	100.0	269	100.0

Type of managerial level	Variable	Components
		1	2	3	4	5
StrucSist	Market research	0.873
Strat	Strategic planning	0.851
StrucSist	Pricing assistance	0.849
Strat	Management diagnosis	0.838
StrucSist	Commercial feasibility	0.836
StrucSist	Logistic study	0.771
Strat	Structuring of the company	0.734
Learn	Consultants	0.696	0.369
StrucSist	Legal assistance	0.656	0.305
Learn	Classrooms		0.890
Learn	Audiovisual equipment		0.755	0.379
Culture	Areas for events	0.311	0.722		0.302
Resources	Investors	0.430	0.520	0.402
Resources	Call for proposals			0.882
Resources	Scholarships			0.855
Learn	Students			0.625		0.440
Culture	Social areas				0.857
Culture	Sports areas				0.819
Resources	Equipment				0.556	0.374
Resources	Laboratories		0.396	0.411	0.446
Learn	Professors and researchers	0.360				0.825
Learn	Research institutes	0.350				0.782

	Cronbach's alpha (>=0.6)	Composite reliability (>=0.6)	Average variance extracted (>=0.5)
Management assistance	0.888	0.916	0.733
Learning	0.801	0.722	0.498
Financial resources	0.801	0.872	0.635
R&D and Socialization	0.736	0.691	0.434
Specialized HR	0.775	0.899	0.816
R&D results	0.806	0.873	0.632

Construct	Path coefficient	t value
Management assistance	-0.095	0.922
Learning	0.037	0.338
Financial resources	0.355	3.370
R&D and socialization	0.029	0.391
Specialized HR	0.005	0.067

Innovation background in ISTPs	Result obtained in this study	Recommendation to the managers of ISTPs
Financial Resources	Positively associate d to the results in R&D projects	Foster the granting of scholarships, the participation in calls for proposals for funding and the access to investors
Management Assistance	Relations that are not relevant to the results	Identify the importance attributed to R&D projects in the assistance to the manage ment of the companies
Learning		Verify the good use of the le arning areas, orienting them toward the processes that are related to innovation
R&D and Socialization		Investigate if the use of laboratories, equipment, and social areas is in accordance withinn ovation objectives
Specialized HR		Verify the alignment of interests an d competences and foster new studies on this issue

Departamento de Administração da Faculdade de Economia, Administração e Contabilidade da Universidade de São Paulo Avenida Professor Luciano Gualberto, 908, sala F184, 05508-900 São Paulo / SP Brasil, Tel./Fax 55 11 3818-4002 - São Paulo - SP - Brazil
E-mail: rausp@usp.br

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[1] * Corresponding author. E-mail:serjeschmidt@gmail.com (S. Schmidt).