Orientador: Daniel Jugend / Resumo: Considerada como o elemento que une normas e conjuntos de valores, ideais sociais ou crenças compartilhadas pelos membros de uma organização, a Cultura Organizacional (CO) pode estimular a inovação, na medida em que influencia hábitos, valores e comportamentos. Há estudos que relacionam CO à inovação de forma integrada, porém, a literatura ainda apresenta gaps sobre a compreensão entre as diferentes formas de CO e suas relações com a adoção da Open Innovation (OI), que é definida como o uso intencional de parcerias externas e internas à organização, com o objetivo de desenvolver inovações. A OI pode ser analisada por seus fluxos, ou práticas, que são o inbound e outbound. A literatura tem indicado diversas dimensões de cultura organizacional e maneiras de compreendê-la, por exemplo, níveis como artefatos, valores e pressupostos, características de culturas nacionais e sua relação com a cultura organizacional ou análise dos elementos que colaboram com a inovação. Este trabalho utilizou o modelo proposto por Cameron e Quinn (2006), que por meio do questionário, nomeado como OCAI - Organizational Culture Assessment Instrument, busca classificar a cultura organizacional predominante das empresas, classificando-as como adhocráticas, clãs, de mercado ou hierárquicas. O objetivo deste estudo foi investigar como o tipo de cultura organizacional pode impactar o desempenho inovador, por meio das práticas de OI inbound e outbound e moderado pelo desempenho do ecossistema de negócios. Po... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: Considered as the element that unites norms andsets of values, social ideals or beliefs shared by the members of an organization, Organizational Culture (CO) can stimulate innovation, insofar as it influences habits, values and behaviors. There are studies that relate CO to innovation in an integrated way, however, the literature still presents gaps on the understanding between the different forms of CO and their relationship with the adoption of Open Innovation (OI), which is defined as the intentional use of external partnerships and internal to the organization, with the aim of developing innovations. OI can be analyzed by its flows, or practices, which are inbound and outboundThe literature points out several dimensions of organizational culture and ways of understanding it, for example, levels such as artifacts, values and assumptions, characteristics of national cultures and their relationship with organizational culture or analysis of the elements that collaborate with innovation. This work used the model proposed by Cameron and Quinn (2009),which through a questionnaire, named as OCAI -Organizational Culture Assessment Instrument, seeks to classify the predominant organizational culture of companies, classifying them as adhocratic, clan, market or hierarchical. The aim of this study was to investigate how the organizational culture type can impact innovative performance, through inbound and outbound OI practices and moderated by the business ecosystemperformance.Throu... (Complete abstract click electronic access below) / Doutor

Over the years, data management has diversified and moved into multiple directions, mainly caused by a significant growth in the application space with different usage patterns, a massive change in the underlying hardware characteristics, and-last but not least-growing data volumes to be processed. A solution matching these constraints has to cope with a multidimensional problem space including techniques dealing with a large number of domain-specific data types, data and consistency models, deployment scenarios, and processing, storage, and communication infrastructures on a hardware level. Specialized database engines are available and are positioned in the market optimizing a particular dimension on the one hand while relaxing other aspects (e.g. web-scale deployment with relaxed consistency). Today it is common sense, that there is no single engine which can handle all the different dimensions equally well and therefore we have very good reasons to tackle this problem and optimize the dimensions with specialized approaches in a first step. However, we argue for a second step (reflecting in our opinion on the even harder problem) of a deep integration of individual engines into a single coherent and consistent data management ecosystem providing not only shared components but also a common understanding of the overall business semantics. More specifically, a data management ecosystem provides common “infrastructure” for software and data life cycle management, backup/recovery, replication and high availability, accounting and monitoring, and many other operational topics, where administrators and users expect a harmonized experience. More importantly from an application perspective however, customer experience teaches us to provide a consistent business view across all different components and the ability to seamlessly combine different capabilities. For example, within recent customer-based Internet of Things scenarios, a huge potential exists in combining graph-processing functionality with temporal and geospatial information and keywords extracted from high-throughput twitter streams. Using SAP HANA as the running example, we want to demonstrate what moving a set of individual engines and infra-structural components towards a holistic but also flexible data management ecosystem could look like. Although there are some solutions for some problems already visible on the horizon, we encourage the database research community in general to focus more on the Big Picture providing a holistic/integrated approach to efficiently deal with different types of data, with different access methods, and different consistency requirements-research in this field would push the envelope far beyond the traditional notion of data management.

Electrification of the automotive sector is emerging, due to the decarbonization of the transport sector, where the lithium-ion battery production is estimated to raise from 70 GWh in 2017 to above 3,600 GWh in 2030 due to the transition to Battery Electric Vehicles (BEV). Challenges arise for Original Equipment Manufacturers (OEM) of BEVs, with a need for circularity to extend the life of batteries, upcoming EU battery regulation, digitalization, and uncertainties in value chains due to current external situations, scarcity of material, and supply chain disruptions. Current literature expresses gaps related to information sharing, roles and dominance, and ecosystem development for actors seeking circularity. Therefore, this study holistically observes the case of heavy-duty commercial electric vehicles and aims to explore how sharing information could enable circular ecosystems through exploring characteristics, capabilities, preferences, challenges, and opportunities related to the ecosystem, and data and information.  The process towards reaching the research aim and enabling a viable circular ecosystem for electric vehicle batteries was initiated by conducting a literature review followed by interviews with identified ecosystem actors and experts. 28 interviews were conducted based on the developed conceptual guiding model, to extensively explore the ecosystem and include all stakeholders. Empirical findings combined with literature entail multiple various preferences, challenges, and opportunities for actors, related to how the ecosystem develops and how sharing information enables ecosystems. The main challenges are associated with battery development, ecosystems and actors, information and data, and circular business, where misalignment and lack of common goals and value propositions hinder circular ecosystems. The study reveals previous misunderstandings of how electric vehicle battery ecosystems will develop, where OEM prefers a restricted or narrow circularity with selected partners, which creates less complexity and a need for digital technologies. Information sharing acts as an enabler, however, to realize viable circular ecosystems holistic perspective, common value proposition, and circularity strategy must be aligned. / Elektrifiering av fordonssektorn växer fram som effekt av minskade utsläpp från transportsektorn, därav beräknas produktionen av litium-jon batterier öka från 70 GWh år 2017 till över 3 600 GWh år 2030 till följd av övergången till batterielektiska fordon (BEV). Utmaningar uppstår för företag av batteri elektriska fordon, med behov för cirkularitet för att förlänga batteriernas livslängd, kommande EU-batterireglering, digitalisering, och osäkerheter i värdekedjor på grund av rådande omvärldssituation, brist på material och avbrott i försörjningskedjor. Aktuell litteratur uttrycker tomrum relaterande till informationsdelning, roller, dominans, och ekosystemutveckling för aktörer som söker cirkularitet. Därför observerar denna studie holistiskt fallet med tunga kommersiella elfordon och syftar till att utforska hur informationsdelning skulle kunna möjliggöra cirkulära ekosystem genom att utforska egenskaper, kapaciteter, preferenser, utmaningar och möjligheter relaterade till ekosystem, och data och information. Forskningsprocessen mot att nå forskningsmålet och möjliggöra ett livskraftigt cirkulärt ekosystem för elfordonsbatterier inleddes med att genomföra en litteratursökning följt av intervjuer med identifierade ekosystemaktörer och experter. 28 intervjuer genomfördes baserade ned utgångspunkt från den konceptuella vägledande modellen som utvecklats, för att omfattande utforska ekosystemet och inkludera alla intressenter. Empiriska data i kombination med litteratur beskriver olika preferenser, utmaningar och möjligheter för aktörer, relaterade till hur ekosystemet utvecklas och hur informationsutbyte möjliggör ekosystem. De största utmaningarna är förknippade med batteriutveckling, ekosystem och aktörer, information och data och cirkulära affärsmodeller. Där avsaknad av gemensamma mål och värdeproposition hindrar cirkulära ekosystem. Studien avslöjar tidigare missförstånd om hur ekosystem för elbilsbatterier kommer att utvecklas, där företag föredrar en begränsad eller snäv cirkularitet med utvalda partners, vilket medför mindre komplexitet och behov av digital teknik. Informationsdelning fungerar som möjliggörare, men för att realisera livskraftiga cirkulära ekosystem måste man holistiskt formera en gemensam värdeproposition och ciruklaritets strategi.