Estratégias de inovação para startups de tecnologia da informação : uma análise na região Nordeste do Brasil

• Ano de defesa: 2018
• Autor(a) principal: Rocha, Ronalty Oliveira
• Orientador(a): Olave, Maria Elena León
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Programa de Pós-Graduação: Pós-Graduação em Administração
• Palavras-chave em Português: Inovação; Estratégias de inovação; Startups de tecnologia de informação
• Palavras-chave em Inglês: Innovation; Innovation strategies; Information technology startups
• Área do conhecimento CNPq: CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: http://ri.ufs.br/jspui/handle/riufs/8672

Globalization and the advancement in the use of information technology tools, coupled with a higher level of customer demand, has created a greater competitiveness among organizations in all corners of the world. In this context of competitiveness, innovation practices are gaining relevance, whereby organizations insert new products, processes and management forms into the business market with the aim of optimizing production processes, attracting, retaining and retaining customers. However, it is not enough that organizations recognize the importance of innovation for the success and survival of their businesses, it is also necessary that they are attentive and apt the selection and implementation of the best strategies of innovation. In this scenario, where innovation and business organizations seem to go hand in hand, some business modalities stand out because of their potential for implementing innovations, such as startups. Startups are technology-based companies with broad potential for growth and development of innovations by the insertion of new products and services into replicable businesses. In accordance with the context presented this dissertation aims to identify the main strategies for innovation used by information technology startups in the Northeast region of Brazil. Through a descriptive, explanatory and exploratory study, with quantitative approach, this research aimed specifically to check which type of innovation is most used by startups; to report how innovation processes are performed; to analyze the degree of innovation in startups according to the innovation radar methodology (SAWHNEY; WOLCOTT; ARRONIZ, 2006; BACHMANN; DESTEFANI, 2008); to associate degree of innovation and innovation strategies in the startups researched and; to analyze comparatively the similarities and distinctions, as far as the strategies for innovation, in startups of information technology of the Northeast region. Data collection was performed using the innovation radar form, with some adaptations, for the quantitative step, and the use of a semistructured interview script for the qualitative step. Still in the quantitative stage the data analysis consisted of descriptive statistics evaluations, identification of means and of the standard deviation of the data collected. In the qualitative step the data were analyzed through content analysis. In the quantitative stage the analysis of results indicated the predominance of innovations in processes as a systemic practice in the startups consulted, as well as the predominance of startups with few and occasional practices of product innovation. With regard to the strategies, the prominence of partnerships with clients and other organizations as the main practices to foster innovation, internationalization was the least verified strategy. As for the degree of innovation of information technology startups, only six companies were considered systemic innovators, most of them located in the state of Rio Grande do Norte. In general it was verified that the startups consulted are inserted in the group of occasional innovators, according to the innovation radar methodology. The main evidences collected in the qualitative stage indicated the role of the client as the main external agent influencing the innovation process. At this stage, startups implemented informal partnerships with clients, formal and informal with other organizations, seeking to obtain greater recognition of clients and overcoming internal deficiencies. In addition, in the qualitative phase, there were significant differences in the way innovations of marketing and organizational innovation are implemented.