Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2017-11-14T15:50:19Z No. of bitstreams: 1 Camila Nascimento Leães_.pdf: 3240818 bytes, checksum: 60f0bd2d2ba12b0de390c474fd762632 (MD5) / Made available in DSpace on 2017-11-14T15:50:19Z (GMT). No. of bitstreams: 1 Camila Nascimento Leães_.pdf: 3240818 bytes, checksum: 60f0bd2d2ba12b0de390c474fd762632 (MD5) Previous issue date: 2017-07-15 / Nenhuma / Essa dissertação aborda o processo de Inovação em Modelo de Negócios (BMI) dos jornais O Globo e Zero Hora por meio da adoção de práticas que os conduziram em direção à transformação dos seus modelos tradicionais. Nessa perspectiva, a revisão da literatura abordou o tema Modelo de Negócios e elegeu um framework pelo qual os casos foram escolhidos e analisados, enquanto o processo de BMI foi pesquisado a partir da perspectiva da Estratégia como Prática – para entender como as ações realizadas pelos atores organizacionais conduziram os jornais à inovação. Essa perspectiva aproveita uma lacuna das correntes clássicas da estratégia, analisando-a em nível miro-organizacional, considerando aspectos emergentes da sua construção e as relações entre diferentes atores que a compõe. Abordou-se ainda os padrões de negócio da indústria de jornais, estabelecendo um paralelo entre os modelos do papel e do digital. Com base nas evidências teóricas, o problema de pesquisa foi estabelecido para saber quais foram e como emergiram as práticas que favoreceram o processo de BMI nos casos estudados. Essa questão foi endereçada pela proposição de um modelo conceitual que relacionou as práticas aos fatores que levaram os atores da organização à realização das mesmas. A partir daí delineou-se o modelo conceitual metodológico, realizado através do estudo dos dois casos – ambos jornais de grande expressividade no Brasil que passaram por processos de BMI. Os resultados da pesquisa apontam que: A) o processo de BMI inicia com o reconhecimento de motivações internas e externas aos atores da organização; B) as motivações levam os atores a realizarem práticas formais ou informais, relacionadas à abertura dos limites da organização ou à colaboração entre áreas da empresa; C) as práticas encontradas permeiam diferentes etapas do processo de inovação; e D) os atores do processo de inovação são múltiplos (internos e externos) e colaboração é característica comum a todas as práticas mapeadas. Essas proposições sugerem que BMI está associado ao processo de inovação aberta, ao qual o aspecto de colaboração é inerente. Nesse sentido, afrouxar fronteiras externas e internas da organização e estabelecer relações dialógicas entre os diferentes atores, pode favorecer o processo de inovação em modelo de negócios / This dissertation approaches the Business Model Innovation (BMI) process of O Globo and Zero Hora newspapers through the adoption of practices that have led them towards the transformation of their traditional models. In this perspective, the literature review addressed the theme Business Model and chose a framework by which the cases were chosen and analyzed, while the BMI process was researched from the perspective of the Strategy as a Practice - to understand how the actions carried out by the actors Led the newspapers to innovation. This perspective takes advantage of a gap in the classic lines of strategy, analyzing it at the organizational level, considering emerging aspects of its construction and the relations between the different actors that compose it. It also addressed the business standards of the newspaper industry, establishing a parallel between paper and digital models. Based on the theoretical evidences, the research problem was established to know what are and how they emerged the practices that favored the BMI process in the cases studied. This question was addressed by the proposition of a conceptual model that related the practices to the factors that led the actors of the organization to the realization of them. From there, the conceptual methodological model was developed, through the study of the two cases - both big newspapers in Brazil that passed by BMI processes. The results of the research indicate that: a) the BMI process begins with the recognition of internal and external motivations to the actors of the organization; B) the motivations lead the actors to carry out formal or informal practices, related to the opening of the boundaries of the organization or to collaboration between areas of the company; C) the practices found permeate different stages of the innovation process; And D) the actors of the innovation process are multiple (internal and external) and collaboration is a common feature of all mapped practices. These propositions suggest that BMI is associated with the open innovation process, to which the aspect of collaboration is inherent. In this sense, becoming porous the organization's external and internal borders and establishing dialogic relations between the different actors can favor the business model innovation process

This study is conducted within the domains of technology convergence and Open Innovation environment. Two frameworks have been adopted in the study, namely; Nexus of Forces and Capability-Based Framework for Open Innovation. The first purpose of the investigation was to identify to what extent and in what ways does Nexus of Forces affects the knowledge capabilities within the Open Innovation environment. The second purpose of the investigation was to identify what practical implications does Nexus of Forces brings to the Open Innovation practices. The investigation was conducted on a single company – Swisscom – by following a case study strategy. The methodological approach for collecting the data was a mixed method approach with concurrent embedded strategy. The study has focused mainly on qualitative data and the quantitative data was nested with the focus to strengthen the findings. For the primary data collection, 6 respondents were selected, Expert A and Expert B for interviews and 4 managers for survey.   In regard to the first purpose, our findings have shown that practices of Nexus of Forces have strategical implications on the process of managing knowledge capabilities. The extents of the NoF implications are through a direct and indirect level for the departments, which work with Open Innovation projects and at meta-level for the higher organizational structures within the company. In regard to the second purpose, our findings have shown that practices of Nexus of Forces have tactical implications on the Open Innovation practices. The final outcome of the study is a theoretical model that displays the strategical and tactical implications of Nexus of Forces on the knowledge capabilities and Open Innovation practices within the Open Innovation environment.

The overall aim of this thesis was to identify and analyze good innovation management practices in Sweden’s most innovative large companies, excluding governmentally owned organizations. Out of 500 large organizations in Sweden, the top 25 most innovative companies have been ranked based upon over 7,000 printed press articles from 2018 available through Retriever Media. The companies are ranked by their innovations score which is calculated by the number of articles a company is mentioned in, adjusted to the company size, and multiplied with the mean sentiment score. The top 25 companies from the ranking was compared with 25 reference companies, active within the same industry based on the Swedish Standard Industrial Classification (SNI) number, that received a lower innovation score. Good innovation management practices were analyzed based on 14 qualitative interviews in 12 of the top 15 ranked companies and a quantitative survey responded by 20 top ranked and 17 reference companies. The interviews were semi structured with open ended questions to identify used practices, and the reasoning behind them. Spearman’s correlation method has been used to investigate if there was any correlation between the company’s innovation score, the mean performance score, and the mean importance score rated by respondents. The company case studies provide authentic examples on how and when different methods and concepts are used within industry. However, while theoretical frameworks often are strictly defined and described in solitary, the interviews have shown that when used within industry, it is rather the opposite. In many of the interviewed companies, frameworks and methods are modified, combined and constantly evolving. Aspects that the interviewees have expressed as important for an innovative company are: Innovation and change should be iterative, decentralized and started in small scale while receiving full support from top management. Examples of identified practices are: The innovation vision is used in the decision-making process for new ideas. Keywords connected to innovation are used for guiding new aspirations. There is an overall aim to become industry or/and digital leaders. Although the interviewed companies had similar innovation management practices, they were usually modified to fit within the company’s own organization and industry. The interviews contributed with interesting collection of practices within their authentic setting from which other companies could draw inspiration from. Lastly, a handbook was created describing how to conduct the innovation ranking annually, including a description of how to use the software as well as the required script of code. / Det övergripande syftet med denna uppsats har varit att identifiera och analysera hur ett antal stora och framgångsrika bolag bedriver innovationsledning. Av 500 svenska företag har de 25 mest innovativa rankats baserat på hur företagen framställts i över 7000 tryckta artiklar under 2018. I artiklarna som tagits fram via Retriever Media har företagen poängsatts efter antalet artiklar som de omnämnts i, korrigerat efter företagens storlek, multiplicerat med artiklarnas genomsnittliga sentimentvärde. De 25 högst rankade företagen jämfördes sedan med 25 referensföretag aktiva inom samma bransch enligt standarden för svensk näringsindelning (SNI). God innovationsledningspraxis identifierades och analyserades genom 14 intervjuer med 12 av de 15 högst rankade företagen, samt en enkätstudie som besvarades av 20 av de 25 högst rankade företagen och 17 av referensbolagen. Intervjuerna var semi strukturerade med öppna frågor för att identifiera den innovationsledningspraxis som företagen använder sig av samt bakomliggande resonemang. Spearmans rangkorrelation användes för att identifiera eventuella korrelationer mellan företagens innovationsrankning och hur företaget presterar med avseende på olika innovationsaspekter samt hur viktiga dessa aspekter anses. Analysen av innovationsledningspraxis resulterade i praktiska exempel på hur och när olika metoder, verktyg och strategier användes inom företagen. Managementteorier som kan uppfattas som strikta i litteraturen visade sig kombineras, modifieras och utvecklas i flera av de intervjuade företagen. Aspekter som företagen lyfte fram som viktiga var att innovation och förändring behöver ske iterativt, decentraliseras och startas småskaligt med full uppbackning av företagsledningen. Några av de olika sätt att framgångsrikt leda innovation som identifierats är att: Det finns en vision för hur för företaget ska jobba med innovation och denna vision ligger till grund för mycket av den beslutsfattande processen när det kommer till nya idéer. Nyckelord kopplade till olika innovationsmål används frekvent för att leda forskning och utveckling i rätt riktning. Det finns även ett övergripande mål om att bli det ledande företaget inom olika områden och näringsgrenar. Även om många av de intervjuade företagen hade liknande innovationsledningspraxis så var denna ofta modifierade för att passa det enskilda bolaget eller branschen. De intervjuade företagen bidrog med en stor mängd intressanta metoder och insikter som andra företag kan inspireras och dra nytta av för att förbättra sin innovationsledningsförmåga. Slutligen sammanställdes en handbok för att genomföra en innovationsrankning, inklusive hur man använder de programvaror som krävs samt all nödvändig kod för att möjliggöra en återkommande rankning av innovativa företag.