In this paper, we address the evolution of coordination between multiple and diverse partners in a complex R&D innovation project. Because common understanding is crucial to help coordination in complex and uncertain contexts, we performed an in-depth case study of a large European project aiming to investigate the interaction between common understanding and coordination mechanisms during the life cycle of a complex product systems (CoPS) multi-party project. We found that coordination mechanisms are combined according to different stages of the project and create common understanding by managing tasks and roles as the project unfolds. Moreover, to cope with high interdependent tasks and many diverse partners, it seems crucial to implement an iterative process where tasks and roles evolve and mature progressively, and problems are identified earlier, leading to a validated and consistent result.
Purpose The purpose of this paper is to explore earlier stages of complex products and systems (CoPS) innovations, investigating how technology development can be coordinated. Design/methodology/approach This paper uses a case study methodology, adopting an abductive logic, characterized by a nonlinear and iterative process of systematic confrontations between theoretical framework, empirical fieldwork and case analysis. Specifically, the authors study the Swedish aerospace network, which distinctly represents the CoPS characteristics of intense technology development with long-term goals and project-based activities with universities, research institutes, small medium enterprises and leading firms. Findings By adding the network perspective in the CoPS literature, the authors found that technology development can be coordinated within the technological and the business dimensions and according to different strategic nets. Also, the authors found that strategic nets co-evolve when their related projects are connected and advance in maturity, and their actors change their network position. Originality/value Current research on CoPS often recognizes that the survival and growth of a firm depend on its ability to coordinate innovative projects that are usually implemented during technology development. The findings contribute to this literature by showing how such projects can be implemented through agenda construction and the simultaneous coordination of strategic nets, leading to the synchronization of resources and activities. As such, this study’s framework offers a novel and integrative view of how the short-run and long-run strategies of leading firms can be aligned, and how other actors can contribute to the direction of the innovation path.
Creative Commons Attribution Licence Gestão de sistemas de material de emprego militar: o papel dos níveis de prontidão tecnológica Management of military systems: the role of technology readiness levels Resumo: A gestão de Sistemas de Material de Emprego Militar (SMEM) normalmente envolve uma rede complexa composta por atores com formações e experiências bastante diversificadas. Nesse contexto, torna-se desafiador promover a comunicação do conhecimento, integrar conhecimentos tácitos e entender as perspectivas dos stakeholders para incorporá-las nas estratégias de gestão tecnológica. Este artigo visa investigar a gestão de SMEM sob a ótica de níveis de prontidão tecnológica, que normatiza o entendimento comum e identifica marcos da maturação de tecnologias críticas. Baseado em revisão da literatura e tendo como referência o Sistema de Ciência, Tecnologia e Inovação do Exército Brasileiro, este artigo mostra que a escala de níveis de maturidade tecnológica, originalmente criada para tecnologias e sistemas espaciais altamente complexos, não atende as necessidades de redes de SMEM. Em razão disso, são apresentadas questões em aberto, suscitando temas de pesquisas que podem contribuir com a gestão de SMEM.
A mensuração da capacidade de inovação de um país é essencial para que sejam realizados estudos de tendências e de identificação de gargalos de um Sistema Nacional de Inovação (SNI). Nesse diapasão, destacam-se os indicadores utilizados pelo Índice Global de Inovação (GII), os quais lastreiam diversas pesquisas e apoiam decisões estratégicas de investidores, empresários e agentes públicos. Entretanto, ao longo do tempo, os diversos indicadores do GII passam por mudanças metodológicas e sofrem com diversos tipos de problemas práticos como erros de medição ou falta de dados, dificultando análises de tendências. Baseado na premissa do incrementalismo da inovação, foi definido o conceito de anomalias e elaborado um método para detectá-las automaticamente, além de classificá-las como decorrentes de modificações metodológicas em contraposição às inconsistências, que envolvem os problemas de ordem prática. Aplicou-se o método proposto aos indicadores dos Produtos de Inovação do Brasil, de 2013 a 2019, divulgados pelo GII.
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