O Poder de Inovação e a Implementação da Estratégia Para a Sustentabilidade no Setor Mineral Brasileiro

Abstract

O estudo analisou a relação do poder de inovação na implementação da estratégia para a sustentabilidade de empresas do setor mineral. O estudo foi conduzido por meio de um survey com empresas vinculadas ao Instituto Brasileiro de Mineração (IBRAM) e utilizou a técnica de análise de correspondência múltipla (Homals). Nesse sentido, foi possível verificar que as empresas que apresentam características de inovação e atividades ambientais possuem uma postura estratégica ofensiva em relação à sustentabilidade, investindo em aspectos ambientais e na inserção de tecnologias em seus produtos e processos.Palavras-chave: Estratégia; Inovação; Sustentabilidade; Indústria Mineral. THE POWER OF INNOVATION OF IMPLEMENTATION STRATEGIES FOR SUSTAINABILITY IN THE BRAZILIAN MINERAL SECTOR ABSTRACTThe study analyzed the relationship of the power of innovation of strategy implementation to the sustainability of mining companies. The study was conducted through a survey with companies related to the Brazilian Mining Institute (IBRAM) and used the technique of multiple correspondence analysis (HOMALS). We found that companies that exhibit characteristics of innovation and environmental activities have an offensive strategic posture in relation to sustainability, investing in environmental aspects, and in the integration of technology in their products and processes.

Influencing Factors of The Innovation Power in the Adoption of Sustainability Strategies

“…This finding corroborates the theoretical assumptions of the Orsato [3] and Van Bommel [1] model, according to which financial investments should generate environmental returns and become sources of competitive advantage. Therefore, as organizations implemented strategies aimed at sustainability, they can be favoured, through the increase in their promotion, resulting in benefits [19,20].…”

“…Notably, the organization's choice of the best strategy may favour the increase in corporate environmental management practices, restricting the impacts caused by industrial activities. Saconmano Neto and Truzzi [20] argue that strategy establish a framework for a progressive evolution of the company and aims to provide information and guidelines for managers to define their roles and help their organization to maintain competitiveness.…”

“…Since, what determines the strategy used (y), is the power of innovation (characteristics of innovation (x)) [1]. The focus of the strategy focused on sustainable innovation can be demonstrated in three ways: focus on the process, focus on the product, and focus on the product/process, so the choice of the focus of the strategy may depend on different internal and external reasons for the organization [20]; the internal factors are the organization's competence in learning about the natural business environment and putting knowledge into practice in the organization's strategy [1,20].…”

“…Thus, innovation and sustainability are consequences of an organizational learning process [20]. For Senge [21] and , the fundamental resources used in the process involve information (about markets, advances in technology, regulations and competitors), and knowledge (Know-how, skills), in a favourable organizational space.…”

“…Therefore, organizations that have implemented strategies aimed at sustainability, can benefit themselves by increasing their competitiveness, resulting in benefits [19,20]. Thus, entrepreneurs seek social, environmental, and economic goals, through products, and processes of superior quality without harming the environment [23].…”