William Jose Borges, Alexandre Zammar, Daiane Aparecida de Melo Heinzen, Maria Eduarda Formigari, Gustavo Luiz Monteiro, Guilherme Martins Mernick
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引用次数: 0
摘要
考虑到机器和设备在世界范围内的规模以及该部门对圣卡塔琳娜州的重要性,本研究试图通过在2019年进行时间切割来描述机器和设备工业部门的技术矩阵。样本采用代表性方法,将圣卡塔琳娜州划分为6个中部地区(Metropolitana(大都市区)、Norte(北部)、Oeste(西部)、Planalto Serrano(山地高原)、Sul(南部)、Vale do Itajai(伊塔贾伊山谷)。它试图描述受访者在技术创新和发展的背景下的观点。这种方法可以收集多种证据来源,并描述圣卡塔琳娜州的创新发展过程,从而形成丰富的信息框架。研究对象包括7家微型公司、8家小型公司、6家中型公司和6家大型公司,共对27位关键代理商进行了半结构化访谈。研究发现,在大多数情况下,在寻找和选择创新的过程中,会发生反应性作用。还注意到,员工的培训与在组织中所扮演的角色之间存在着一种关系。在惯例方面,正式惯例和非正式惯例的目的都是使知识制度化,使对公司有利的行为永续化,寻找行动的搜索和选择,加强持续改进。此外,以一种互补的方式,在分析的生态系统中发现了5种外部伙伴关系的存在:客户、供应商、促进劳动力和咨询专业化的实体、大学和提供信贷的实体。
Matriz tecnológica do setor de máquinas e equipamentos no estado de Santa Catarina: uma análise a partir de elementos neoschumpeterianos
Taking into account the dimension that machines and equipment reached worldwide and the importance of this sector for the state of Santa Catarina, this research seeks to characterize the technological matrix of the industrial sector of machines and equipment by performing a temporal cut in the 2019. The sample was made by representativeness, dividing the Santa Catarina territory into 6 mesoregions (Metropolitana (metropolitan), Norte (North), Oeste (West), Planalto Serrano (Mountainous plateau), Sul (South), Vale do Itajai (Itajai Valley). It sought to describe the interviewees' perspectives in the context of technological innovation and development. The approach made it possible to collect multiple sources of evidence and describe the innovation development process in Santa Catarina, thus forming a rich information framework. The research included 7 micro companies, 8 small companies, 6 medium companies and 6 large companies, totaling 27 semi-structured interviews with key agents. It was concluded that in most cases, a reactive action occurs when searching for and selecting innovation. It was also observed that there is a relationship between the training of the employee and the role played within the organization. As for routines, it is concluded that both formal routines and informal routines aim to institutionalize knowledge, perpetuate actions that generate benefits to the company, prospecting for search and selection of actions and strengthening continuous improvement. Also, in a complementary way, the existence of 5 types of external partnerships within the analyzed ecosystem was detected: customers, suppliers, entities that promote the specialization of the workforce and advice, universities and entities that provide credit.