Editorial

ID: 40768

Autoria: Marianne Hoeltgebaum and Gérson Tontini.

Fonte: Revista de Negócios, v. 20, n. 2, p. 1-2, Abril-Junho, 2015. 2 página(s).

Tipo de documento: Editorial (Inglês)

External Entrepreneurial Orientation: A Path to Corporate Innovation

ID: 40769

Autoria: Leandro Mariano Pereira, Marcos Hashimoto Hashimoto.

Fonte: Revista de Negócios, v. 20, n. 2, p. 4-14, Abril-Junho, 2015. 11 página(s).

Palavras-chave: Corporate Entrepreneurship , Entrepreneurial orientation , entrepreneurial profile , Entrepreneurship , Intrapreneurship , New business creation , Organizational Innovation

Tipo de documento: Artigo (Inglês) Ver Resumo

Some compnies seek to retain the most talented employees by giving them the opportunity to become intrapreneurs and develop their ideas without having to leave the company. Despite the incentives and freedom, not all employees want to become intrapreneurs and end up leaving their jobs to form their own businesses. The purpose of this paper is to present a case of a company that has taken advantage of this phenomenon to use their intrapreneurs as a way to expand the business turning them into entrepreneurs of their own businesses. In this research, the studied company operates in the tourism sector and is entrepreneurial oriented. We analyzed the trajectory of five of its former employees who set up their own businesses connected to the employer business. The results indicate that even with an organizational environment that fosters the entrepreneurial spirit in people, organizations need to admit that the business itself is the natural way of their best intrapreneurs. Rather than lose these employees, to encourage them to create new companies directly or indirectly linked to the organization's business can be a good way to reinvent organizational structures through the creation of a network of companies created by former employees that we call here External Entrepreneurial Orientation.

Interorganizational Alignment of Strategic Orientations in Supply Chains

ID: 40770

Autoria: Eduardo Botti Abbade.

Fonte: Revista de Negócios, v. 20, n. 2, p. 15-30, Abril-Junho, 2015. 16 página(s).

Palavras-chave: Cooperation , Interorganizational Learning , Interorganizational Synergy , Strategic Alignment , Strategic Partnership , Strategic Relationships

Tipo de documento: Artigo (Inglês) Ver Resumo

This study argues that Market Orientation, Learning Orientation, Innovation Orientation and Relationship Orientation provide synergic effects to organizations in organizational and interorganizational levels. Two theoretical frameworks are presented in this theoretical essay. The first one considers the organizational level. The second one is regarded to interorganizational relations. This study argues that actors might improve their results and increase joint performance through a strategic alignment along a supply chain. Besides, network features like positioning, structural holes and density might impact on joint performance achieved through this strategic alignment. Thus, this study suggests that Learning Orientation in a competitive environment might harm joint performance, considering that some actors might act opportunistically defending their knowledge acquisition. Future studies should be focused on issues like open innovation, opportunistic behavior and network structures.

Financial Incentives to Exporting SMEs in Emerging Countries

ID: 40771

Autoria: Isabel de Souza, Dinorá Eliete Floriani, Felipe Mendes Borini.

Fonte: Revista de Negócios, v. 20, n. 2, p. 31-39, Abril-Junho, 2015. 9 página(s).

Palavras-chave: Brazil paragraph , Degree of Internationalization , Exporting SMEs , Export Performance , Financial Incentives

Tipo de documento: Artigo (Inglês) Ver Resumo

The purpose is to analyze whether use of government incentives by exporting SMEs in Brazil helps them increase their degree of internationalization (DOI) and/or improve their export performance. The regression model reveals that greater use of financial incentives was related to higher DOI and better performance. The results also indicate that the use of financial incentives provided by the Brazilian government help exporting companies, but does not present greater international competitiveness and where the lower the percentage funded higher is the degree of internationalization. The study is of quantitative predominance, with an exploratory research of a non-probabilistic sample chosen for convenience and accessibility. The sample was selected from a target population and data were collected through a structured questionnaire. As a suggestion for future work, the researchers plan to expand the research to large Brazilian companies, in order to examine whether financial incentives influence the degree of internationalization and export performance. The work has limitations with regard to the low number of companies that were willing to answer the questionnaire.

Innovative Entrepreneurship and Competitive Performance: The Prime Program Case, Brazil

ID: 40772

Autoria: Aurora Zen, Ângela Maria Ferrari Dambros, Marisa Ignez dos Santos Rhoden.

Fonte: Revista de Negócios, v. 20, n. 2, p. 40-56, Abril-Junho, 2015. 17 página(s).

Palavras-chave: Competitive Development , Innovative Entrepreneurship , PRIME

Tipo de documento: Artigo (Inglês) Ver Resumo

The purpose of this paper is to analyze the influence of a Support Program to Innovative Entrepreneurship on the competitive development of the supported companies. We carried out a study about the PRIME Program – First Innovative Company –, realized by the Ministry of Science, Technology and Innovation (MCTI) of Brazil and its Studies and Projects Financing agency (FINEP), in partnership with Incubators, from the standpoint of the companies favored by the program, with a focus on competitive development and local development. Therefore, we decided to apply a qualitative study of multiple cases on the companies selected through RAIAR incubator, of Pontifical Catholic University of Rio Grande do Sul (PUCRS). Overall, we found out that the performance indicators that improved the most under PRIME’s influence were: revenue, management, and image. Likewise, the indicators that least improved and that, according to interviewed managers, experienced less influence from PRIME, were new products and new processes.