Science,Technology and Innovation Management: Contributions to a Methodological Framework

Adriana Bin,Sergio Salles-Filhoa

doi:10.4067/s0718-27242012000200007

Adriana Bin, Sergio Salles-Filhoa

Open Access

https://doi.org/10.4067/s0718-27242012000200007

Copy DOI

Abstract

The article discusses the specificities of science and technology development and innovation processes in organizational arena and their implications for planning and management. It proposes that STI (2) the profile of the professionals involved and the organizational culture; (3) the collective logic associated with the complexity of non-linear, dynamic and adaptive systems; and (4) the logic of the scope economies associated with knowledge production. The methodology is applied in a case study of the Brazilian Agricultural Research Corporation, Embrapa.

Highlights

One of the main debates within the management literature in recent years concerns the applicability of management practices and processes to a diverse range of organizations and activities
Among the challenges of this debate is the question of the specificities of managing science, technology and innovation (ST&I) activities
Embrapa has made progress with the formalization of the planning process and management structure by making full use of the potential offered by the instruments at its disposal, which have sufficient adaptive capacity to address unforeseen or emergent factors

Summary

Introduction

One of the main debates within the management literature in recent years concerns the applicability of management practices and processes to a diverse range of organizations and activities. We present a case study in which the above concepts and building blocks are applied to the analysis of a research organization, Brazilian Agricultural Research Corporation (Embrapa) This application is the result of a recent study by the authors evaluating Embrapa’s management model on the basis of recent trends in ST&I planning and using the evolutionary approach. Embrapa has made progress with the formalization of the planning process and management structure by making full use of the potential offered by the instruments at its disposal, which have sufficient adaptive capacity to address unforeseen or emergent factors Another remark is the lack of internal guidelines in terms of specific tools to manage R&D projects, like those that are developed to allow permanent revision and adjustments (stage-gates, real options and others). The main issue now is to advance in its management model towards a real evolutionary one

Findings

Conclusions and further studies

Discussion