| dc.description.abstract | This study was motivated by theoretical gaps on the management of collaborative practices of research and development (R&D) in the open innovation process (OI). Small and medium-sized enterprises (SMEs) are considered relevant in the Brazilian economic context, however, they face a lot of difficulties to develop, grow and innovate themselves in the market when they act individually. Based on this context, the research aimed to analyze how Brazilian SMEs realize the coordination of collaborative practices of R&D in the OI process. The specific objectives of this study are: identify the reasons for the adoption of collaborative practices; the difficulties found in the implementation of collaborative practices of R&D regarding the coordination of projects; identifying how the management of collaborative practices of R&D occurs in the OI, through Grandori and Soda (1995) mechanisms of coordination; and, analyze the importance x mechanisms performance when coordinating the projects. Therefore, a theoretical study was conducted focusing on topics related to the closed innovation process to the OI, cooperation and the coordination mechanisms. As the research strategy, was chosen a qualitative research, through a study of four cases in which collaborative practices occurred between: company-supplier (P1); company-company (P2); company-client (P3), and, company-university-users (P4). The data were collected through depth interviews and secondary data. As a result of the research it is concluded that the main reasons for the adoption of collaborative practices are linked to motivational factors of individual character in addition to factors related to organizational and strategic motivations. Among the difficulties found as regards the coordination of collaborative projects, the following ones have been identified: information systems, public support and infrastructure, negotiations, and control system and planning. Regarding the coordination mechanisms used in collaborative projects, the following ones have been identified: communications, decision and negotiation; controlling and planning system; common staff; coordination and social control; and inter-unit interaction. And, as a crucial point of this research, it was noticed that the use of the coordination mechanisms depended on the particularities and specificities of each project, influencing the coordination of collaborative projects. Moreover, empirical evidences show that the greater the complexity of the project, the coordination mechanisms used in its management tend to be more specific and formal. | en |
