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Navegando Artigos por Autor "Alliprandini, D. H."

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    Integration mechanisms for different types of innovation: Case study in innovative companies
    (2019-01-05) LIZARELLI, F. L.; TOLEDO, J. C. DE; Alliprandini, D. H.
    © 2019, Fundacao Escola de Comercio Alvares Penteado. All Rights Reserved.Purpose – This paper examines the use of integration mechanisms in two innovation activities relationships: Between exploitation product innovation and exploration product innovation, and between exploitation process innovation and exploration product innovation. It also identifies the benefits generated by the use of integration mechanisms. Design/methodology/approach – A multiple case study in four companies from different sectors which are a reference in product and process innovation. Findings – There is integration in the innovation activities relationships studied. The most used integration mechanisms in both relationships are regular collaboration, involvement for knowledge exchange (crossfunctional interface mechanisms), those related to a culture of freedom, such as the free flow and encouragement of ideas, and those related to knowledge and information exchange (connectedness mechanisms). Originality/value – In addition to identifying that integration is possible and occurs in companies, it was possible to verify that the use of integration mechanisms enables the generation of benefits for product innovation.
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    The organization performance framework considering competitiveness and sustainability: the application of the sustainability evaluation model
    (2020-01-18) NICOLETTI JUNIOR, A.; OLIVEIRA, M. C. D.; HELLENO, A. L.; CAMPOS, L. M. D. S.; Alliprandini, D. H.
    © 2021 Informa UK Limited, trading as Taylor & Francis Group.Remaining competitive and profitable in addition to meet environmental and social demands, mandated by regulation and valued by the stakeholders, is a current challenge for companies. This scenario has awakened the interest of academics in the association of sustainability with organizational performance, creating models such as SEM (Sustainability Evaluation Model). This article aims to validate the practical application of SEM as useful to managerial decision-making process in a multi-case study in the factories of a Brazilian food and beverage manufacturer. Based on the TBL X BSC matrix, integrating sustainability and performance concepts, SEM has provided managers with a clear view of business units performance, naming their gaps to improve performance and enabling a classification among them. In addition, the correlation analysis allowed the company to clearly identify its differentials from competitors, which in this study was its focus on people as the basis for a competitive operation.