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Doctoral Thesis
DOI
10.11606/T.96.2014.tde-16122014-163807
Document
Author
Full name
Iraci de Souza João
E-mail
Institute/School/College
Knowledge Area
Date of Defense
Published
Ribeirão Preto, 2014
Supervisor
Committee
Galina, Simone Vasconcelos Ribeiro (President)
Comini, Graziella Maria
Jabbour, Charbel José Chiappetta
Rebehy, Perla Calil Pongeluppe Wadhy
Segatto, Andréa Paula
Title in Portuguese
Modelo de gestão da inovação social para empresas sociais
Keywords in Portuguese
Bem-estar social
Estrutura de gestão da inovação social
Inovação social
Negócio social
Abstract in Portuguese
A inovação social (IS) ganhou destaque nos últimos anos devido à demanda por abordagens mais efetivas dos problemas sociais, e, por isso, a IS é principalmente desenvolvida por empresas cuja missão é social. Contudo, estruturas que auxiliem a empresa social (ES) a gerir a IS são escassas e adaptadas de outros contextos e/ou de casos específicos. Assim, o objetivo deste estudo foi propor um modelo de gestão da inovação social, a partir de práticas efetivas recomendadas pela literatura e das adotadas pelas ES inovadoras, que contribua para potencializar a sua capacidade de inovar socialmente. Foram realizadas entrevistas com representantes de seis ES, os resultados foram analisados à luz da teoria sobre inovação e empresa social e empregada a técnica de análise proposicional quantitativa (APQ). Posteriormente, foi realizada uma regressão logística com dados de uma survey com 71 empresas sociais, o que evidenciou que inovação aberta e gestão de portfólio de projetos de inovação aumentaram, respectivamente, em 3,56 e 3,13 vezes as chances da empresa social inovar socialmente. As ES investigadas iniciaram suas atividades a partir de uma inovação (55%), atuam em diversos setores, são de pequeno porte, reinvestem o lucro na empresa, mas permitem a sua distribuição e realizaram algum tipo de inovação (92%), sendo a IS, seguida da inovação tecnológica (produto e processo), as mais comuns. O modelo proposto é formado por um conjunto de práticas distribuídas em sete momentos: mapeamento (monitoramento de redes sociais, envolvimento dos usuários e entendimento das causas do problema social), seleção (gestão de portfólio estratégico), mobilização do conhecimento (máximo envolvimento da rede, benchmarking, ambiente criativo e visão periférica) implementação (gestão de portfólio operacional), avaliação (fóruns virtuais, grupo focado e análise técnica), difusão (rede como difusora da IS, repositório do conhecimento e franquia) e mudança sistêmica. O enfoque da inovação aberta é o principal diferencial da estrutura, portanto, são agentes do processo a ES, outras empresas, organizações de apoio, governo, investidores/apoiadores, e outros colaboradores com participações pontuais, e a geração de valor social interesse maior que une e orienta todos os integrantes da rede.
Title in English
Management Model of Social Innovation for Social Enterprises
Keywords in English
Management framework of Social Innovation
Social business
Social innovation
Social welfare
Abstract in English
In recent years, Social Innovation (SI) has gained prominence due to the demand for more effective approaches to social problems. They are addressed in the development of SI in order to generate social welfare and, for this reason, the SI is mainly developed by companies that pursue a social mission. Notwithstanding, structures to aid social enterprise (SE) managing the SI are scarce, adapted from other contexts, or even from specific cases. Thus, the aim of this study was to propose a management model of social innovation, from effective practices recommended in the literature, and also from the practices adopted by the innovative SEs, which can contribute to enhance their ability to innovate socially. To this end, interviews with representatives of six SE were carried out. The results were analyzed based on the theory of SI and SE, and the Quantitative Propositional Analysis technique (QPA) was adopted. Subsequently, a logistic regression was performed comprising data from a survey covering 71 social enterprises. The assessment indicated that open innovation and portfolio management of innovation projects, respectively, increased in 3.56 and 3.13 times the likelihood of SE to innovate socially. The SE investigated are small businesses which have started their activities from an innovation (55%), operate in several industries, reinvest profits in the company, but allow their distribution, and have performed some type of innovation (92%), having the SI preceding technological innovation (product and process) as the most common type displayed. The proposed model consists a set of practice distributed in seven moments: mapping (monitoring social networking, user involvement and understanding the causes of the social problem), selection (strategic portfolio management), knowledge mobilization (maximum involvement network, benchmarking, creative environment and peripheral vision) implementation (operational portfolio management), evaluation (virtual forums, focus group and technical analysis), diffusion (network as the SI diffusion, the repository of knowledge and franchise) and systemic change. The focus of open innovation is the main differential structure. Thus, the agents of the process are the SE, other companies, support organizations, the government, investors/supporters, and other collaborators. The generation of social value is the higher interest which unites and directs all members of the network.
 
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Publishing Date
2015-01-13
 
WARNING: The material described below relates to works resulting from this thesis or dissertation. The contents of these works are the author's responsibility.
  • JOAO, I. S., PORTO, G. S., e GALINA, S. V. R. A posição do Brasil na corrida pelo Etanol Celulósico: mensuração por indicadores C&T e programas de P&D. Revista Brasileira de Inovação [online], 2012, vol. 11, p. 105-136. Dispon?vel em: http://www.ige.unicamp.br/ojs/index.php/rbi/article/view/463.
  • JOAO, I. S., PORTO, G. S., e GALINA, S. V. R. The Position of Brazil on the Run for Cellulosic Ethanol: Mensuration by S&T and R&D Programs. In Portland International Conference on Management of Engineering & Technology - PICMET, Portland, 2011. Proceedings of PICMET 2011., 2011.
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