Investigating work organization for innovation and technological transition in the Brazilian power sector

Amaral, Guilherme; Marx, Roberto; Salerno, Mario

doi:10.1590/0104-530X2260-15

Guilherme Amaral

Departamento de Engenharia de Produção, Escola Politécnica – Poli, Universidade de São Paulo – USP, Av. Prof. Almeida Prado, 128, CEP 05508-070, São Paulo, SP, Brazil, e-mail: guisgamaral@usp.br; robemarx@usp.br; msalerno@usp.br

Roberto Marx

Departamento de Engenharia de Produção, Escola Politécnica – Poli, Universidade de São Paulo – USP, Av. Prof. Almeida Prado, 128, CEP 05508-070, São Paulo, SP, Brazil, e-mail: guisgamaral@usp.br; robemarx@usp.br; msalerno@usp.br

Mario Salerno

Departamento de Engenharia de Produção, Escola Politécnica – Poli, Universidade de São Paulo – USP, Av. Prof. Almeida Prado, 128, CEP 05508-070, São Paulo, SP, Brazil, e-mail: guisgamaral@usp.br; robemarx@usp.br; msalerno@usp.br

	Adhocracy logic	Bureaucracy logic in transition
I. Principal competitive priority	Radical and continuum innovation	Costs, quality, incremental innovation.
II. Environment	Dynamic and complex	Stable and simple
III. Organizational structure	Low hierarchy, autonomy to manage business, flexible team and mission oriented.	Hierarchy, Low autonomy, Functional structure, fixed team.
IV. Knowledge flow which enable innovation	Are complex and there is no direction, included between partners.	Linear flow through the operational areas to the functional areas responsible for innovation.
V. Efficiency metrics	Uses intensely innovation metrics	Innovation metrics just as improvement metrics.

Company	Segment in the sector	R&D budget by year (R$ 000) ^* * The value present was informed by the companies during the research interview and its represent the average annual expended in R&D projects, considering the annual percentage of the revenue plus the accumulated surplus on R&D account.	*Investmens already applied in R&D (R$ 000)**
G1	Power generation	R$ 8,000	R$ 12.700
GD1	Distribution, generation	R$ 57,000	R$ 250.000
G2	Power generation	R$ 15,000	R$ 115.000
G3	Power generation	R$ 28,950	n/d
T1	Transmission	R$ 6,000	R$ 30.500
G4	Power generation	R$ 10,000	n/d
GD2	Distribution, generation	R$ 14,300	n/d
GD3	Distribution, generation	R$ 22,000	R$ 240.000

G1	The R&D management is subject to the Regulatory Board of the company. It has two professionals dedicated to the management of the R&D program. It does not have autonomy for budgeting or approving projects. It consists of managers with little autonomy and flexibility for staffing.
GD1	Until 2010 there was no area dedicated to managing the R&D program. In 2010, a R&D manager position was created subordinated to the Regulatory Board of the Vice President of Regulatory Affairs. In 2011, an Innovation Board linked to Vice President of Human Resources was created, which became subject to the R&D Manager. Currently the area has 11 professionals to program management and does not have autonomy or flexibility to manage the program.
G2	The area responsible for R&D is subject to the operating department and to the production planning board. It has five junior employees responsible for managing the R&D program. No strategic management.
G3	The department responsible for the R&D management has two junior employees and it is subordinate to the Department of Planning and Expansion of the Board of Engineering and Construction.
T1	The R&D area used to be subject to the regulatory affairs unit; however, after recent changes in the business area, it became directly subordinated to the CEO, in the strategic management unit. The R&D area has three senior officials added to budgetary autonomy and flexibility approved by the Presidency.
G4	The R&D area is subject to the management of new enterprises, consisting of three employees. It does not have budgetary autonomy and the projects are approved by the board directly.
GD2	There are two areas related to R&D responsibilities. The board of innovation strategies is directly subordinated to the CEO and it deals with innovation strategies in the medium and long terms with greater insight into new markets and marketing. This board has its own budget and autonomy to run it. The Technology Superintendence is the area responsible for managing and implementing the R&D budget related to the ANEEL program aimed at the incremental projects on the technologies already adopted by the group. It is subject to vice president of distribution and it is responsible for the management of all R&D projects. It has three employees.
GD3	The area responsible for R&D is subject to engineering and planning division, a company operating division subordinated to the board engineering and the network management vice president of distribution. It has 16 employees without executive budget.

	G1	GD1	G2	G3	T1	G4	GD2	GD3
I. Principal competitive priority	Costs, quality, incremental innovation.	Costs, quality, incremental innovation.	Costs, quality, incremental innovation.	Costs, quality, incremental innovation.	Radical and continuum innovation	Costs, quality, incremental innovation.	Radical and continuum innovation	Inovação radical e contínua
II. Environment	Stable and simple	Stable and simple	Stable and simple	Stable and simple	Stable and simple	Stable and simple	Dynamic and complex	Dynamic and complex
III. Organizational structure	Hierarchy, Low autonomy, Functional structure, fixed team.	Hierarchy, Low autonomy, Functional structure, fixed team.	Hierarchy, Low autonomy, Functional structure, fixed team.	Hierarchy, Low autonomy, Functional structure, fixed team.	Low hierarchy, autonomy to manage business, flexible team and mission oriented.	Hierarchy, Low autonomy, Functional structure, fixed team.	Low hierarchy, autonomy to manage business, flexible team and mission oriented.	Hierarchy, Low autonomy, Functional structure, fixed team.
IV. Knowledge flow which enable innovation	Linear flow through the operational areas to the functional areas responsible for innovation.	Linear flow through the operational areas to the functional areas responsible to innovation.	Linear flow through the operational areas to the functional areas responsible to innovation.	Linear flow through the operational areas to the functional areas responsible to innovation.	Linear flow through the operational areas to the functional areas responsible to innovation.	Linear flow through the operational areas to the functional areas responsible to innovation.	Are complex and there is no direction, include between partners.	Linear flow through the operational areas to the functional areas responsible to innovation.
V. Efficiency metrics	Innovation metrics just as improvement metrics.	Innovation metrics just as improvement metrics.	Innovation metrics just as improvement metrics.	Innovation metrics just as improvement metrics.	Use intensely innovation metrics	Innovation metrics just as improvement metrics.	Use intensely innovation metrics	Innovation metrics just as improvement metrics.
Organizational structure	Bureaucracy logic in transition	Bureaucracy logic in transition	Bureaucracy logic in transition	Bureaucracy logic in transition	Bureaucracy logic in transition	Bureaucracy logic in transition	Adhocracy logic	Bureaucracy logic in transition

[1] Source: Marx (2011)Marx, R. (2011). Organização do trabalho para a inovação (1. ed.). São Paulo: Atlas..

Brasil

Brasil

Investigating work organization for innovation and technological transition in the Brazilian power sector

Abstract: