In the current competitive scenario, market by rapid and constant changes, it is essential for companies to monitor actively the business environment, looking for signs that anticipate changes. This study aims is to propose and discuss a... more
In the current competitive scenario, market by rapid and constant changes, it is essential for companies to monitor actively the business environment, looking for signs that anticipate changes. This study aims is to propose and discuss a tool called Technological Monitoring Radar, which seeks to solve the following problem: “How a company can
systematically monitor the environment and capture signs that anticipate opportunities and threats for a particular technology?”. The literature review covers Competitive Intelligence, Technological Intelligence, Environmental Analysis and Anticipative Monitoring. Based in the critical
analysis of the literature, it is proposed a tool called Technological Monitoring Radar which comprehends 5 environments to be monitored (political, economical, technological, social and competition) each of them
containing key issues to be analyzed. In order to exemplify the use of the tool, it is applied to the smartphone segment, in a reflexive way and without the participation of a specific company. One of the suggestions for future research is precisely the application of the proposed methodology in a real company. Even with the limitation of a theoretical
study, the example showed the applicability of the tool. The radar proved to be very useful for a company that needs to monitor the environment looking for signs of change. The main contribution of this study is to main contribution is to relate different fields of study (technological intelligence, environmental analysis and anticipative monitoring) and
different approaches to provide a practical tool that allows a manager to identify and better visualize opportunities and threats, thus avoiding strategic surprises in the technological arena.
systematically monitor the environment and capture signs that anticipate opportunities and threats for a particular technology?”. The literature review covers Competitive Intelligence, Technological Intelligence, Environmental Analysis and Anticipative Monitoring. Based in the critical
analysis of the literature, it is proposed a tool called Technological Monitoring Radar which comprehends 5 environments to be monitored (political, economical, technological, social and competition) each of them
containing key issues to be analyzed. In order to exemplify the use of the tool, it is applied to the smartphone segment, in a reflexive way and without the participation of a specific company. One of the suggestions for future research is precisely the application of the proposed methodology in a real company. Even with the limitation of a theoretical
study, the example showed the applicability of the tool. The radar proved to be very useful for a company that needs to monitor the environment looking for signs of change. The main contribution of this study is to main contribution is to relate different fields of study (technological intelligence, environmental analysis and anticipative monitoring) and
different approaches to provide a practical tool that allows a manager to identify and better visualize opportunities and threats, thus avoiding strategic surprises in the technological arena.
This paper focuses on the problem of centralizing vs. decentralizing an organizational structure for e-commerce. First, a conceptual framework is designed based on the literature. Then a case study of the Brazilian subsidiary of a major... more
This paper focuses on the problem of centralizing vs. decentralizing an organizational
structure for e-commerce. First, a conceptual framework is designed based on the
literature. Then a case study of the Brazilian subsidiary of a major chemical multinational is
explained and analyzed. A decision-making method is applied to (a) identify the alternatives
for organizational structures and evaluation criteria, and (b) determine which criteria enable
one to identify an alternative as better than the others. In the context of the case, a
centralized e-commerce structure was recommended. This paper makes two main
contributions to theory. First, it shows the usefulness of the literature on R&D and
innovation management as theoretical support for studies in other fields, in this case ecommerce
organization. Second, it provides a methodology, which can be adapted for use
by companies facing the same decision problem. Thoughts on possible future studies close
the article.
structure for e-commerce. First, a conceptual framework is designed based on the
literature. Then a case study of the Brazilian subsidiary of a major chemical multinational is
explained and analyzed. A decision-making method is applied to (a) identify the alternatives
for organizational structures and evaluation criteria, and (b) determine which criteria enable
one to identify an alternative as better than the others. In the context of the case, a
centralized e-commerce structure was recommended. This paper makes two main
contributions to theory. First, it shows the usefulness of the literature on R&D and
innovation management as theoretical support for studies in other fields, in this case ecommerce
organization. Second, it provides a methodology, which can be adapted for use
by companies facing the same decision problem. Thoughts on possible future studies close
the article.
This article analyzes the process of technology strategy formulation in two cases of Brazilian subsidiaries from telecom industry. One company belongs to the equipment layer (EQUIPCOMPANY), and the other to the network layer... more
This article analyzes the process of technology strategy formulation in two cases of Brazilian subsidiaries from
telecom industry. One company belongs to the equipment layer (EQUIPCOMPANY), and the other to the
network layer (NETCOMPANY). In EQUIPCOMPANY, technology strategy and corporate strategy are
formulated in conjunction, and the subsidiary is involved in the creation of global products. The main advantage
of this approach is the alignment around a common vision and the synergy created among subsidiaries.
However, the subsidiaries’ autonomy to create innovations highly adapted to a specific country is limited. In
NETCOMPANY, the technology strategy derives from the marketing vision of the future, and the Brazilian
subsidiary can define its own strategy, merely requesting parent company approval for implementation. This
approach brings agility to decision making and allows its subsidiaries to create innovations highly adapted to
local specific needs. Nevertheless, NETCOMPANY faces poor coordination among subsidiaries, possible duplication
of work and investment, and a lack of synergy and collaboration on innovation projects.
telecom industry. One company belongs to the equipment layer (EQUIPCOMPANY), and the other to the
network layer (NETCOMPANY). In EQUIPCOMPANY, technology strategy and corporate strategy are
formulated in conjunction, and the subsidiary is involved in the creation of global products. The main advantage
of this approach is the alignment around a common vision and the synergy created among subsidiaries.
However, the subsidiaries’ autonomy to create innovations highly adapted to a specific country is limited. In
NETCOMPANY, the technology strategy derives from the marketing vision of the future, and the Brazilian
subsidiary can define its own strategy, merely requesting parent company approval for implementation. This
approach brings agility to decision making and allows its subsidiaries to create innovations highly adapted to
local specific needs. Nevertheless, NETCOMPANY faces poor coordination among subsidiaries, possible duplication
of work and investment, and a lack of synergy and collaboration on innovation projects.
No atual cenário competitivo, marcado por mudanças constantes e rápidas, é fundamental que as empresas monitorem ativamente o ambiente de negócios, em busca de sinais que antecipem as mudanças. Este estudo tem como objetivo propor e... more
No atual cenário competitivo, marcado por mudanças constantes e rápidas, é fundamental que as empresas monitorem ativamente o ambiente de negócios, em busca de sinais que antecipem as mudanças. Este estudo tem como objetivo propor e discutir uma ferramenta denominada Radar de Monitoramento Tecnológico, que busca resolver o seguinte problema: “Como uma empresa pode sistematicamente monitorar o ambiente e captar indícios que antecipem oportunidades e ameaças para uma determinada tecnologia?”. A revisão bibliográfica abrange os temas Inteligência Competitiva, Inteligência Tecnológica, Análise Ambiental e Monitoramento Antecipativo. Com base na análise crítica da literatura, é proposta uma ferramenta denominada Radar de Monitoramento Tecnológico que compreende 5 ambientes a serem monitorados (político, econômico, tecnológico, social e concorrencial) cada qual com tópicos chave a serem analisados. Para exemplificar o uso da ferramenta, é realizada sua aplicação para o segmento de telefones inteligentes (smartphones), de forma apenas reflexiva e sem participação de uma empresa específica. Uma das sugestões de pesquisas futuras é justamente a aplicação da metodologia proposta em uma empresa real. Mesmo com a limitação de ser um estudo teórico, o exemplo permitiu verificar a aplicabilidade da ferramenta. O radar mostrou-se bastante útil para uma empresa que precise monitorar o ambiente em busca de sinais de mudança. A principal contribuição deste estudo é relacionar diferentes correntes de estudo (inteligência tecnológica, análise ambiental e monitoramento antecipativo) e diferentes abordagens para apresentar uma ferramenta de caráter prático que permita a um gestor a identificação e uma melhor visualização das oportunidades e ameaças, evitando assim as surpresas estratégicas no campo tecnológico.
Em setores com rápida e constante mudança como o de tecnologia da informação (TI), as empresas precisam desenvolver capacidades dinâmicas para serem competitivas. Um dos aspectos importantes neste sentido é a identificação de... more
Em setores com rápida e constante mudança como o de tecnologia da informação (TI), as empresas precisam desenvolver capacidades dinâmicas para serem competitivas. Um dos aspectos importantes neste sentido é a identificação de oportunidades e ameaças futuras. Este artigo tem por objetivo identificar o nível de utilização de técnicas de avaliação e prospecção tecnológica (APT) por empresas de TI no Brasil, e verificar a relação entre o uso destas técnicas e a consciência sobre o futuro. O questionário foi disponibilizado por meio da Internet, sendo obtidas 57 respostas válidas. O construto consciência sobre o futuro foi operacionalizado nesta pesquisa por meio da capacidade da empresa de identificar oportunidades e ameaças e de desenvolver uma visão acertada sobre o futuro de seu setor. De forma surpreendente, verificou-se um baixo nível de utilização (e até desconhecimento) de técnicas de APT. As técnicas mais utilizadas são as de Cenário, Monitoramento e Roadmap. Por meio de modelagem de equações estruturais foi possível verificar que existe relação positiva e significativa entre o uso de técnicas de APT e a consciência sobre o futuro, e entre esta última e a liderança em inovação no setor.
Technology roadmapping is a technique that has received increasing attention from industry and academia. However, most studies were done in manufacturing industries, which are relatively stable compared to dynamic sectors as software,... more
Technology roadmapping is a technique that has received increasing attention from industry and academia. However, most studies were done in manufacturing industries, which are relatively stable compared to dynamic sectors as software, where the technological change is constant and difficult to forecast. This paper identifies how the technology roadmapping is performed in three important Brazilian software companies and introduces the concept of agile roadmapping. As the traditional roadmapping, the agile method also seeks to align technology and strategy by planning the market-product-technology triad. However, there are important differences in agile roadmapping: the focus is on short term; roadmapping is not an isolated project, but an institutionalized cycle systematically repeated; there is great involvement of business and technology areas; finally, despite the roadmap is formalized only for short term, companies do care about the future through continuous processes to monitor technological opportunities and threats.