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dc.contributor.authorAdes, Celyen_US
dc.contributor.authorFiglioli, Alineen_US
dc.contributor.authorSbragia, Robertoen_US
dc.contributor.authorPorto, Gecianeen_US
dc.contributor.authorAry Plonski, Guilhermeen_US
dc.contributor.authorCeladon, Kleberen_US
dc.identifier.citationJournal of Technology Management & Innovation 8: 2013, Special Issue ALTEC: Research and Management at Firms, p. 12-25en_US
dc.description.abstractThis paper analyses three case firms whose innovation management processes have been consolidated. The companies Natura, IBM (Brazilian Subsidiary) and Siemens (ChemTech/Brazil) were studied with the purpose of analysing the implementation of OI, particularly in terms of: (a) its alignment with existing corporate strategy; (b) its requirements such as culture, skill and motivation; (c) the strategy and the implementation process; (d) the results achieved (e) the present barriers and enablers. The research is qualitative in nature and employs a descriptive approach. The main results of this study, obtained using a method called �Collective Subject Speech� , show that the implementation of OI, both structured and non-structured, is mainly challenged by cultural issues. It has been observed that the implementation of OI process is at its embryonic stage in all case firms and that this occurs along with investments in closed innovation, meaning that OI results cannot be explored at this stage of the implementation, as there is a long way to consolidate these practices in the case firms studieden_US
dc.publisherUniversidad Alberto Hurtado. Facultad de Economía y Negocioses_CL
dc.rightsAttribution 3.0 Unported
dc.subjectInnovation processesen_US
dc.subjectOpen innovationen_US
dc.subjectImplementation of open innovationen_US
dc.subjectInnovation managementen_US
dc.titleImplementing Open Innovation: The Case of Natura, IBM and Siemensen_US

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Attribution 3.0 Unported
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