Made available in DSpace on 2015-04-16T14:49:00Z (GMT). No. of bitstreams: 1 ArquivoTotal.pdf: 2469347 bytes, checksum: 0f09cd68d7b187cb3b07a7239749c940 (MD5) Previous issue date: 2013-02-18 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / This research aims to analyze the characteristics of innovation strategies adopted by Embrapa, from the perspective of resource-based view. Therefore, as the methodological procedures, were adopted the interpretive paradigm, the qualitative approach, the descriptive study and the method used was the case study. The company studied was Embrapa and between their units were selected six. For the procedure of data collection were used primary and secondary data, direct observation and a set of interviews applied to twelve subjects. The analysis was based on the interpretation of interview transcripts and institutional documents and divided into categories. The categories were previously selected and based on the three specific objectives: to identify the innovation strategies adopted by Embrapa; investigate what resources and capabilities are exploited by Embrapa that enable the development of innovation strategies identified, and; evaluate resources and capabilities that have potential to generate sustainable competitive advantages. As a result, it was possible to identify thirteen different types of innovation strategy, but the offensive strategies of innovation and partnership were considered preponderant at Embrapa. The human, physical and technological resources were indicated as the most used to support the strategies identified. Finally, in the last specific goal, eight features could be considered strategic because they have gone through VRIO model, considered thus as valuable, rare, hard to imitate and explored by the organization: bank assets, genetic resources, the 47 units, geographical dispersion, qualification of employees, release technologies, reputation and positive image of Embrapa. It was concluded that it is possible to implement satisfactorily, into a single enterprise, different types of innovation strategies, even with conflicting characteristics. Furthermore, it became clear in the analysis the lack of knowledge and the difficulty of identifying the resources and capabilities of the company, by employees interviewed. / A Organização das Nações Unidas (UNU) afirma que a população mundial deve chegar a 9 bilhões em 38 anos, de forma que a necessidade de aumento da produção de alimentos será de aproximadamente 60%. O Brasil, devido ao seu desempenho no agronegócio, é apontado como um país capaz de oferecer 50% dessa nova demanda (BORTOLIN, 2012). O crescente sucesso e aumento do prestígio do agronegócio brasileiro se devem a algumas características conquistadas, como uma alta produtividade, alto grau de competitividade e o uso de tecnologia (STEFANO, 2001). Mas, por se inserir em um mercado cujo ambiente é incerto, devido à competitividade internacional, políticas econômicas de negócios e assimetria de informação (PADILHA, et al. 2010), a criação e adoção de estratégias de inovação assumem papéis de destaque na busca por vantagem competitiva. Ao estudar as estratégias de inovação e os recursos e capacidades que as sustentam, os resultados da pesquisa poderão trazer benefícios tanto para as empresas de agronegócio que já as utilizam quanto para aquelas que pretendem utilizar. Estes benefícios se justificam a partir do momento que os resultados buscarão explicitar quais são as estratégias de inovação encontradas, bem como quais são os recursos e capacidades que a empresa possui e que suportam as respectivas estratégias. Portanto, o objetivo de estudo é analisar as características das estratégias de inovação adotadas pela EMBRAPA, sob a perspectiva da RBV.

Made available in DSpace on 2014-12-17T14:53:18Z (GMT). No. of bitstreams: 1 CamilaCRS_DISSERT.pdf: 1680180 bytes, checksum: e2568d10eab80b3da3f9d71cc6355ec6 (MD5) Previous issue date: 2014-01-13 / The pressure for a new pattern of sustainable development began to require of modern organizations the conciliation between competitiveness and a environmental protection. In this sense, a tool that acts in the implementation of structured strategies is the Environmental Management System (EMS), which focuses on improving environmental performance. This improvement, in turn, can generate to the organizations many benefits , among which, obtaining competitive advantages, susceptible of measurement from different perspectives. One of these is the application of VRIO model, reasoned by the Resource-Based View (RBV), which considers that differences between companies occurs due to differences between its internal resources and capabilities. However, although was been found some studies in the literature that evaluate the competitive potential of certain organizations , such assessments are not performed on specific objects, like the SEM s. Thus, the aim of this study was to evaluate the resources and capabilities (environmental strategies) adopted by the SGA of the Verdegreen Hotel, identifying which of these have the potential to generate competitive advantage. For this, this exploratory-descriptive character study and delineated as field research and case study was used as data collection tools: a literature survey, semi-structured interviews, document research and participant observation. The interpretation of results and consolidation of information were conducted from a qualitative approach, using two techniques of data analysis, namely: content analysis and analysis through VRIO model. The results show that the hotel is quite structured in relation to their EMS, as well as reaching related to improving the management of environmental factors, strengthening the image and gains in competitiveness benefits. On the other hand, the main difficulties for the implementation of the system are related to employees and suppliers. With regard to environmental strategies adopted, of the 25 strategies identified, 10 showed the potential to generate competitive advantage / A press?o por um novo padr?o de desenvolvimento sustent?vel passou a exigir das organiza??es modernas que seja conciliada competitividade com a prote??o ambiental. Neste sentido, uma ferramenta que atua na implanta??o de estrat?gias estruturadas ? o Sistema de Gest?o Ambiental (SGA), que tem como foco a melhoria do desempenho ambiental. Esta melhoria, por sua vez, pode proporcionar ?s organiza??es diversos benef?cios, dentre os quais, a obten??o de vantagens competitivas, pass?veis de mensura??o a partir de diferentes perspectivas. Uma dessas ? a aplica??o do modelo VRIO, fundamentado pela Resource-Based View (RBV), que considera que a heterogeneidade entre as empresas decorre de diferen?as entre os seus recursos internos e capacidades. Contudo, apesar de serem encontrados na literatura alguns estudos que avaliam o potencial competitivo de determinadas organiza??es, essas avalia??es n?o s?o realizadas em objetos espec?ficos, a exemplo dos SGA s. Deste modo, o objetivo deste estudo foi avaliar os recursos e capacidades (estrat?gias ambientais) do SGA adotado pelo Verdegreen Hotel, identificando quais destes possuem potencial de gerar vantagem competitiva. Para tanto, este estudo de car?ter explorat?rio-descritivo e delineado como pesquisa de campo e estudo de caso, utilizou como ferramentas de coleta de dados: a pesquisa bibliogr?fica, a entrevista semiestruturada, a pesquisa documental e a observa??o participante. A interpreta??o dos resultados e a consolida??o das informa??es foram realizadas a partir de uma abordagem qualitativa, utilizando duas t?cnicas de an?lise de dados, quais sejam: an?lise de conte?do e an?lise por meio do modelo VRIO. Os resultados encontrados mostram que o hotel est? bastante estruturado em rela??o ao seu SGA, fato este que pode ser justificado pela certifica??o ambiental obtida, assim como alcan?ou benef?cios relacionados ? melhoria da gest?o dos fatores ambientais, ao fortalecimento da imagem e ganhos em competitividade. Por outro lado, as principais dificuldades para a implanta??o do sistema est?o relacionadas aos colaboradores e fornecedores. No que se refere ?s estrat?gias ambientais adotadas, das 25 estrat?gias identificadas, 10 apresentaram potencial de gerar vantagem competitiva