Innovation capabilities and the organization of the firm: evidence from Brazil

• Published in: Journal of manufacturing technology management 2022-02, Vol.33 (2), p.287-307
• Main Authors: Pufal, Nathália Amarante, Zawislak, Paulo Antônio
• Format: Article
• Language: English
• Subjects: Advanced manufacturing technologies; Costs; Data analysis; Data collection; Entrepreneurs; Entrepreneurship; Heterogeneity; Innovations; Knowledge management; Literature reviews; Manufacturing; Marketing; Multivariate analysis; Strategic management
• ISSN: 1741-038X; 1758-7786
• DOI: 10.1108/JMTM-02-2021-0054

PurposeThe purpose of this paper is to examine different types of organization of the firm considering the innovation capabilities of manufacturing firms.Design/methodology/approachThe authors carried out an innovation survey with Brazilian manufacturing firms. A sample of 1,156 firms was analyzed in this paper. Collected data were analyzed using multivariate data analysis techniques. From an innovation capabilities approach, it was possible to identify different types of organization of the firm.FindingsResults show four different types of organization of the firm: advanced, intermediate and basic stability-oriented and change-oriented. Each type presents a different innovation capabilities arrangement. The successful strategies toward innovation are related to change-oriented organization of the firm and advanced stability-oriented organization of the firm.Research limitations/implicationsThis study contributes to the literature by presenting a different view on the organization of the firm, encompassing the capabilities approach and thus a higher level on the perception of firms' heterogeneity. This study contributes to narrow the literature gap on how firms internally coordinate its different capabilities into a coherent organization to sustain an innovative behavior.Practical implicationsThese straightforward findings can serve as a guideline so that managers can conduct changes within their companies toward more innovation. Managers can reconsider its organization as a way to foment innovation, once it is identified as a key strategy for competitiveness.Social implicationsThis study may help managers understand that focusing on stability-driven capabilities is riskier if change-driven capabilities are not present in an adequate and aligned level of development. The outcome may be the growth of the cost structure greater than the potential return. Conversely, managers should also understand that once change-driven capabilities are in a glance, they need do follow up with stability-driven capabilities. Here, the risk is not having an adequate structure to sustain the upcoming growth, arising from innovation. In short, not only “cost and value” should be taken together, but they must be arranged following the specific situation of the company. Every company should manage costs either to sustain new added value or to allow the addition of new value.Originality/valueThe study is based on a unique dataset that traces a large set of companies, being able to