A |
Definition of innovation (Birkinshaw et al., 2008Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation.Academy of management Review,33 (4), 825-845.; FINEP, 2005FINEP - Financiadora de Estudos e Projetos. (2005). Manual de Oslo. Retrieved April 3, 2017, from Retrieved April 3, 2017, from http://www.finep.gov.br/images/apoio-e-financiamento/manualoslo.pdf. http://www.finep.gov.br/images/apoio-e-f...
; Testa et al., 2013Testa, M. G., Luciano, E. M., & Jaeger Neto, J. I. (2013). Identificando o Potencial de Inovação das organizações por meio da análise do portfólio de projetos de Tecnologia da Informação.Gestão & Produção, 23(3), 495-510.; Kimberly, 1981 as cited in Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.; Mohr, 1969Mohr, L. B. (1969). Determinants of innovation in organizations.American political science review,63(1), 111-126.; Schumpeter, 1939Schumpeter, J. A. (1939). Business Cycles: a theoretical, historical, a statistical analisys of the capitalist process. New York: McGraw-Hill.; Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
1 |
Anything done differently (Schumpeter, 1939Schumpeter, J. A. (1939). Business Cycles: a theoretical, historical, a statistical analisys of the capitalist process. New York: McGraw-Hill.). |
1 |
2 |
State-of-the-art innovation (Birkinshaw et al., 2008Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation.Academy of management Review,33 (4), 825-845.). |
2 |
3 |
Innovation regarding the organization (Birkinshaw et al., 2008Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation.Academy of management Review,33 (4), 825-845.). |
2 |
4 |
Innovation regarding a market or an industry (Testa et al., 2013Testa, M. G., Luciano, E. M., & Jaeger Neto, J. I. (2013). Identificando o Potencial de Inovação das organizações por meio da análise do portfólio de projetos de Tecnologia da Informação.Gestão & Produção, 23(3), 495-510.). |
2 |
5 |
Adoption of something new from inside or outside the organization (Mohr, 1969Mohr, L. B. (1969). Determinants of innovation in organizations.American political science review,63(1), 111-126.). |
0 |
6 |
Succesful new idea (Kimberly, 1981 cited in Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
3 |
7 |
Development of new ideas by people who transact in an institutional context (Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
0 |
8 |
Implementation and institutionalization of a new idea (Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
0 |
9 |
Implementation of a new or significantly improved product (FINEP, 2005FINEP - Financiadora de Estudos e Projetos. (2005). Manual de Oslo. Retrieved April 3, 2017, from Retrieved April 3, 2017, from http://www.finep.gov.br/images/apoio-e-financiamento/manualoslo.pdf. http://www.finep.gov.br/images/apoio-e-f...
). |
4 |
10 |
Implementation of a new process (FINEP, 2005FINEP - Financiadora de Estudos e Projetos. (2005). Manual de Oslo. Retrieved April 3, 2017, from Retrieved April 3, 2017, from http://www.finep.gov.br/images/apoio-e-financiamento/manualoslo.pdf. http://www.finep.gov.br/images/apoio-e-f...
). |
5 |
11 |
Implementation of a new marketing method (FINEP, 2005FINEP - Financiadora de Estudos e Projetos. (2005). Manual de Oslo. Retrieved April 3, 2017, from Retrieved April 3, 2017, from http://www.finep.gov.br/images/apoio-e-financiamento/manualoslo.pdf. http://www.finep.gov.br/images/apoio-e-f...
). |
2 |
12 |
Implementation of a new organizational method (FINEP, 2005FINEP - Financiadora de Estudos e Projetos. (2005). Manual de Oslo. Retrieved April 3, 2017, from Retrieved April 3, 2017, from http://www.finep.gov.br/images/apoio-e-financiamento/manualoslo.pdf. http://www.finep.gov.br/images/apoio-e-f...
). |
5 |
Category |
Subcategories Or Codes |
F |
B |
Characteristics of innovative brands according to consumer perception (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
1 |
Entrepreneurship (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
3 |
2 |
Marketing and communication (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
3 |
3 |
Product Mix (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
3 |
4 |
Practicality and functionality (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
5 |
5 |
Packaging and design (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
4 |
6 |
Consumer relationship (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
5 |
7 |
Management (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
3 |
8 |
Socio-environmental sustainability (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
3 |
9 |
Technology and Research and Development (R&D) (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
4 |
10 |
Novelty + new experience (Silva et al., 2017Silva, C. H. P. da, Paula, V. M. F., & Paula, V. A. F. (2017). Marcas inovadoras: como os consumidores percebem a inovação. Revista Brasileira de Marketing , 16(1), 83-97.). |
5 |
Category |
Subcategories Or Codes |
F |
C |
Reasons to innovate (Aaker, 2004Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.; Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.; Bhat, & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.; Mohr, 1969Mohr, L. B. (1969). Determinants of innovation in organizations.American political science review,63(1), 111-126.; Pihlajamaa, 2017Pihlajamaa, M. (2017). Going the extra mile: Managing individual motivation in radical innovation development.Journal of Engineering and Technology Management,43, 48-66.; Schmidt, 2013Schmidt, R. C. (2013). Price competition and innovation in markets with brand loyalty.Journal of Economics,109(2), 147-173.; Schumpeter, 1939Schumpeter, J. A. (1939). Business Cycles: a theoretical, historical, a statistical analisys of the capitalist process. New York: McGraw-Hill.; Teh, & Marx, 2012Teh, C. C., & Marx, R. (2012). A relação entre competências organizacionais e os resultados dos processos de inovação.Revista Brasileira de Estratégia, 5(2), 157-163.; Tironi, & Cruz, 2008Tironi, L. F., & Cruz, B. D. O. (2008). Inovação incremental ou radical: há motivos para diferenciar? Uma abordagem com dados da PINTEC.; Utterback, & Abernathy, 1975Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of process and product innovation.Omega, 3(6), 639-656.; Weerawardena et al., 2006Weerawardena, J., O’Cass, A., & Julian, C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance.Journal of business research,59(1), 37-45.). |
1 |
Survival (Schumpeter, 1939Schumpeter, J. A. (1939). Business Cycles: a theoretical, historical, a statistical analisys of the capitalist process. New York: McGraw-Hill.). |
3 |
2 |
Crisis coping (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
1 |
3 |
Seizing market opportunity (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
3 |
4 |
Costs reduction (Bhat & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.; Schmidt, 2013Schmidt, R. C. (2013). Price competition and innovation in markets with brand loyalty.Journal of Economics,109(2), 147-173.; Schumpeter, 1939Schumpeter, J. A. (1939). Business Cycles: a theoretical, historical, a statistical analisys of the capitalist process. New York: McGraw-Hill.; Utterback & Abernathy, 1975Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of process and product innovation.Omega, 3(6), 639-656.). |
3 |
5 |
Greater dynamism of the environment (Mohr, 1969Mohr, L. B. (1969). Determinants of innovation in organizations.American political science review,63(1), 111-126.; Weerawardena et al., 2006Weerawardena, J., O’Cass, A., & Julian, C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance.Journal of business research,59(1), 37-45.). |
1 |
6 |
Higher level of competitiveness (Schmidt, 2013Schmidt, R. C. (2013). Price competition and innovation in markets with brand loyalty.Journal of Economics,109(2), 147-173.; Schumpeter, 1939Schumpeter, J. A. (1939). Business Cycles: a theoretical, historical, a statistical analisys of the capitalist process. New York: McGraw-Hill.; Tironi & Cruz, 2008Tironi, L. F., & Cruz, B. D. O. (2008). Inovação incremental ou radical: há motivos para diferenciar? Uma abordagem com dados da PINTEC.; Weerawardena et al., 2006Weerawardena, J., O’Cass, A., & Julian, C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance.Journal of business research,59(1), 37-45.). |
4 |
7 |
Sales maximization (Utterback, & Abernathy, 1975Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of process and product innovation.Omega, 3(6), 639-656.). |
1 |
8 |
Increased market share (Schmidt, 2013Schmidt, R. C. (2013). Price competition and innovation in markets with brand loyalty.Journal of Economics,109(2), 147-173.). |
0 |
9 |
Increased productivity (Tironi, & Cruz, 2008Tironi, L. F., & Cruz, B. D. O. (2008). Inovação incremental ou radical: há motivos para diferenciar? Uma abordagem com dados da PINTEC.). |
0 |
10 |
Maximizing product performance (Utterback, & Abernathy, 1975Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of process and product innovation.Omega, 3(6), 639-656.). |
1 |
11 |
Obtaining differentiation (Bhat, & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.). |
2 |
12 |
Value creation (Teh, & Marx, 2012Teh, C. C., & Marx, R. (2012). A relação entre competências organizacionais e os resultados dos processos de inovação.Revista Brasileira de Estratégia, 5(2), 157-163.). |
2 |
13 |
Segmentation (Bhat, & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.). |
0 |
14 |
Acceptance of new products (Aaker, 2004Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.). |
1 |
15 |
Increasing the company’s credibility (Aaker, 2004Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.). |
0 |
16 |
Larger customer base (Bhat, & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.; Schmidt, 2013Schmidt, R. C. (2013). Price competition and innovation in markets with brand loyalty.Journal of Economics,109(2), 147-173.). |
2 |
17 |
Influence of the chief executive (activism, ideology, personal desire) (Mohr, 1969Mohr, L. B. (1969). Determinants of innovation in organizations.American political science review,63(1), 111-126.). |
1 |
18 |
Motivation of individuals (Pihlajamaa, 2017Pihlajamaa, M. (2017). Going the extra mile: Managing individual motivation in radical innovation development.Journal of Engineering and Technology Management,43, 48-66.). |
4 |
19 |
Resource availability (Mohr, 1969Mohr, L. B. (1969). Determinants of innovation in organizations.American political science review,63(1), 111-126.). |
2 |
20 |
Existence of prior knowledge (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
0 |
Category |
Subcategories Or Codes |
F |
D |
Relationship between brands and innovation (Bhat, & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.; Brexendorf et al., 2015Brexendorf, T. O., Bayus, B., & Keller, K. L. (2015). Understanding the interplay between brand and innovation management: findings and future research directions.Journal of the Academy of Marketing Science,43(5), 548-557.; Rimoli et al., 2013Rimoli, C. A., & Pastori Noronha, L. E. (2013). Aspectos de inovação e de redes que afetam a imagem da marca: o caso Harley-Davidson e Buell.REAd-Revista Eletrônica de Administração,19(2), 401-432.; Weerawardena et al., 2006Weerawardena, J., O’Cass, A., & Julian, C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance.Journal of business research,59(1), 37-45.). |
1 |
Brands provide strategic focus and guidance to innovations (Brexendorf et al., 2015Brexendorf, T. O., Bayus, B., & Keller, K. L. (2015). Understanding the interplay between brand and innovation management: findings and future research directions.Journal of the Academy of Marketing Science,43(5), 548-557.). |
1 |
2 |
Brands support the introduction and adoption of innovations (Brexendorf et al., 2015Brexendorf, T. O., Bayus, B., & Keller, K. L. (2015). Understanding the interplay between brand and innovation management: findings and future research directions.Journal of the Academy of Marketing Science,43(5), 548-557.). |
0 |
3 |
Successful innovations improve brand perceptions, attitude, and usage (Brexendorf et al., 2015Brexendorf, T. O., Bayus, B., & Keller, K. L. (2015). Understanding the interplay between brand and innovation management: findings and future research directions.Journal of the Academy of Marketing Science,43(5), 548-557.). |
4 |
4 |
Organizational innovation has the consequence of brand performance measured in terms of sales growth, market share and general performance (Weerawardena et al., 2006Weerawardena, J., O’Cass, A., & Julian, C. (2006). Does industry matter? Examining the role of industry structure and organizational learning in innovation and brand performance.Journal of business research,59(1), 37-45.). |
3 |
5 |
Innovation aspects affecting the brand image (Rimoli et al., 2013Rimoli, C. A., & Pastori Noronha, L. E. (2013). Aspectos de inovação e de redes que afetam a imagem da marca: o caso Harley-Davidson e Buell.REAd-Revista Eletrônica de Administração,19(2), 401-432.). |
1 |
6 |
Technological and organizational innovation combined with brand reputation contributes to the creation and development of brand personality (Bhat, & Bowonder, 2001Bhat, B., & Bowonder, B. (2001). Innovation as an enhancer of brand personality: Globalization experience of titan industries.Creativity and Innovation management,10(1), 26-39.). |
0 |
Category |
Subcategories Or Codes |
F |
E |
Existence of an area responsible for the innovation process and its location (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
1 |
There is no specific area responsible for the innovation process. |
1 |
2 |
There is an area responsible for the innovation process located in the same physical location as the company. |
1 |
3 |
There is an area responsible for the innovation process in a physical location different from the company´s (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
3 |
Category |
Subcategories Or Codes |
F |
F |
Dissemination of the innovation process in the organization (Parolin, 2013Parolin, S. R. H. (2013). Estudo multicasos sobre atividades inovativas.Revista de Administração-RAUSP,48(3), 608-620.). |
1 |
Innovation process limited to only certain activities / areas of the organization (Parolin, 2013Parolin, S. R. H. (2013). Estudo multicasos sobre atividades inovativas.Revista de Administração-RAUSP,48(3), 608-620.). |
1 |
2 |
Innovation process disseminated throughout the organization (Parolin, 2013Parolin, S. R. H. (2013). Estudo multicasos sobre atividades inovativas.Revista de Administração-RAUSP,48(3), 608-620.). |
4 |
Category |
Subcategories Or Codes |
F |
G |
Mechanisms for the development of an organizational culture that encourages the emergence of new ideas and strategies for these new ideas to be implemented (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.; Teh, & Marx, 2012Teh, C. C., & Marx, R. (2012). A relação entre competências organizacionais e os resultados dos processos de inovação.Revista Brasileira de Estratégia, 5(2), 157-163.; Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
1 |
Institutional leadership capable of fostering innovation (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.; Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
3 |
2 |
Presence of sponsors of new ideas (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
1 |
3 |
Advocates´ access to sponsors (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
3 |
4 |
Allocation of financial resources to sponsors of ideas (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
0 |
5 |
Promotion of internal fairs for the advocates of ideas (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
0 |
6 |
Combination of different advocates’ ideas by sponsors (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
0 |
7 |
Task rotation among advocates of ideas to facilitate the establishment of networks (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
0 |
8 |
Proactive search for sponsors by advocates of the idea (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
0 |
9 |
Interaction with consumers to understand their needs (Galbraith, 1999Galbraith, J. R. (1999). Designing the innovation organization.[CEO Publication G 99-7 (366)].Center for effective organizations (CEO), Los Angeles, CA-USA: CEO.). |
2 |
10 |
Organizational structure capable of positively affecting the results of innovative processes (Teh, & Marx, 2012Teh, C. C., & Marx, R. (2012). A relação entre competências organizacionais e os resultados dos processos de inovação.Revista Brasileira de Estratégia, 5(2), 157-163.). |
1 |
Category |
Subcategories Or Codes |
F |
H |
Type of innovation most frequently implemented in terms of novelty degree (Gatignon et al., 2002Gatignon, H., Tushman, M. L., Smith, W., & Anderson, P. (2002). A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics.Management science,48(9), 1103-1122.; Pihlajamaa, 2017Pihlajamaa, M. (2017). Going the extra mile: Managing individual motivation in radical innovation development.Journal of Engineering and Technology Management,43, 48-66.; Tironi, & Cruz, 2008Tironi, L. F., & Cruz, B. D. O. (2008). Inovação incremental ou radical: há motivos para diferenciar? Uma abordagem com dados da PINTEC.) |
1 |
Incremental innovation (Gatignon et al., 2002Gatignon, H., Tushman, M. L., Smith, W., & Anderson, P. (2002). A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics.Management science,48(9), 1103-1122.). |
5 |
2 |
Radical innovation (Gatignon et al., 2002Gatignon, H., Tushman, M. L., Smith, W., & Anderson, P. (2002). A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics.Management science,48(9), 1103-1122.). |
0 |
Category |
Subcategories Or Codes |
F |
I |
Reasons for incremental / radical innovation to be used more often (Birkinshaw et al., 2008Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation.Academy of management Review,33 (4), 825-845.; Tironi, & Cruz, 2008Tironi, L. F., & Cruz, B. D. O. (2008). Inovação incremental ou radical: há motivos para diferenciar? Uma abordagem com dados da PINTEC.; Utterback, & Abernathy, 1975Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of process and product innovation.Omega, 3(6), 639-656.) |
1 |
State-of-the-art innovation creates greater ambiguity and uncertainty (Birkinshaw et al., 2008Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation.Academy of management Review,33 (4), 825-845.). |
0 |
2 |
Risk and uncertainty in innovations with a higher degree of novelty (Tironi, & Cruz, 2008Tironi, L. F., & Cruz, B. D. O. (2008). Inovação incremental ou radical: há motivos para diferenciar? Uma abordagem com dados da PINTEC.). |
2 |
3 |
Incremental innovations cost less than radical innovations (Utterback, & Abernathy, 1975Utterback, J. M., & Abernathy, W. J. (1975). A dynamic model of process and product innovation.Omega, 3(6), 639-656.). |
1 |
Category |
Subcategories Or Codes |
F |
J |
Strategies for reducing time, costs and risks associated with innovation (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.; Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.) |
1 |
Identification of the crises or opportunities that motivated innovation (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
1 |
2 |
Identification of challenges to be faced by innovation, such as those of technological, social, marketing and organizational nature (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
0 |
3 |
Systematic competitive intelligence (knowledge management, information retrieval and pattern recognition) (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
0 |
4 |
Total and systemic vision of innovation (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.; Van de Ven, 1986Van de Ven, A. H. (1986). Central problems in the management of innovation.Management science,32(5), 590-607.). |
0 |
5 |
Commitment and connection of all stakeholders involved in the innovation process (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
0 |
6 |
Practice of probing and learning (Bers et al., 2009Bers, J. A., Dismukes, J. P., Miller, L. K., & Dubrovensky, A. (2009). Accelerated radical innovation: Theory and application.Technological Forecasting and Social Change,76(1), 165-177.). |
0 |
Category |
Subcategories Or Codes |
F |
K |
Company relationship with the market (Beverland et al., 2010Beverland, M. B., Napoli, J., & Farrelly, F. (2010). Can all brands innovate in the same way? A typology of brand position and innovation effort.Journal of Product Innovation Management,27(1), 33-48.) |
1 |
Market-driven (Beverland et al., 2010Beverland, M. B., Napoli, J., & Farrelly, F. (2010). Can all brands innovate in the same way? A typology of brand position and innovation effort.Journal of Product Innovation Management,27(1), 33-48.). |
4 |
2 |
Driven-markets (Beverland et al., 2010Beverland, M. B., Napoli, J., & Farrelly, F. (2010). Can all brands innovate in the same way? A typology of brand position and innovation effort.Journal of Product Innovation Management,27(1), 33-48.). |
1 |
Category |
Subcategories Or Codes |
F |
L |
Brand strategy adopted by the company when introducing new products (Aaker, 2004Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.; Macrae & Uncles, 1997Macrae, C., & Uncles, M. D. (1997). Rethinking brand management: the role of “brand chartering”.Journal of Product & Brand Management, 6(1), 64-77.; Rao et al., 2004Rao, V. R., Agarwal, M. K., & Dahlhoff, D. (2004). How is manifest branding strategy related to the intangible value of a corporation?.Journal of Marketing,68(4), 126-141.; Sanchez, 2004Sanchez, R. (2004). Conceptual analysis of brand architecture and relationships within product categories.Journal of Brand Management,11(3), 233-247.; Urde, 2003Urde, M. (2003). Core value-based corporate brand building.European Journal of marketing,37(7/8), 1017-1040.) |
1 |
Corporate branding (Aaker, 2004Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.; Macrae, & Uncles, 1997Macrae, C., & Uncles, M. D. (1997). Rethinking brand management: the role of “brand chartering”.Journal of Product & Brand Management, 6(1), 64-77.; Rao et al., 2004Rao, V. R., Agarwal, M. K., & Dahlhoff, D. (2004). How is manifest branding strategy related to the intangible value of a corporation?.Journal of Marketing,68(4), 126-141.; Sanchez, 2004Sanchez, R. (2004). Conceptual analysis of brand architecture and relationships within product categories.Journal of Brand Management,11(3), 233-247.; Urde, 2003Urde, M. (2003). Core value-based corporate brand building.European Journal of marketing,37(7/8), 1017-1040.). |
2 |
2 |
Mixed branding (Rao et al., 2004Rao, V. R., Agarwal, M. K., & Dahlhoff, D. (2004). How is manifest branding strategy related to the intangible value of a corporation?.Journal of Marketing,68(4), 126-141.). |
2 |
3 |
House of brands (Rao et al., 2004Rao, V. R., Agarwal, M. K., & Dahlhoff, D. (2004). How is manifest branding strategy related to the intangible value of a corporation?.Journal of Marketing,68(4), 126-141.; Sanchez, 2004Sanchez, R. (2004). Conceptual analysis of brand architecture and relationships within product categories.Journal of Brand Management,11(3), 233-247.;). |
1 |
4 |
Branded house (Aaker, 2004Aaker, D. A. (2004). Leveraging the corporate brand. California management review, 46(3), 6-18.; Sanchez, 2004Sanchez, R. (2004). Conceptual analysis of brand architecture and relationships within product categories.Journal of Brand Management,11(3), 233-247.). |
0 |
Category |
Subcategories Or Codes |
F |
M |
Association of innovation with brand personality (Muniz & Marchetti, 2012Muniz, K. M., & Marchetti, R. Z. (2012). Brand personality dimensions in the Brazilian context.BAR-Brazilian Administration Review, 9(2), 168-188.) |
1 |
Credibility (Muniz & Marchetti, 2012Muniz, K. M., & Marchetti, R. Z. (2012). Brand personality dimensions in the Brazilian context.BAR-Brazilian Administration Review, 9(2), 168-188.). |
5 |
2 |
Joy (Muniz & Marchetti, 2012Muniz, K. M., & Marchetti, R. Z. (2012). Brand personality dimensions in the Brazilian context.BAR-Brazilian Administration Review, 9(2), 168-188.). |
0 |
3 |
Audacity (Muniz & Marchetti, 2012Muniz, K. M., & Marchetti, R. Z. (2012). Brand personality dimensions in the Brazilian context.BAR-Brazilian Administration Review, 9(2), 168-188.). |
3 |
4 |
Sophistication (Muniz & Marchetti, 2012Muniz, K. M., & Marchetti, R. Z. (2012). Brand personality dimensions in the Brazilian context.BAR-Brazilian Administration Review, 9(2), 168-188.). |
0 |
5 |
Sensitivity (Muniz & Marchetti, 2012Muniz, K. M., & Marchetti, R. Z. (2012). Brand personality dimensions in the Brazilian context.BAR-Brazilian Administration Review, 9(2), 168-188.). |
0 |
Category |
Subcategories Or Codes |
F |
N |
Strategies for integrating the final consumer into the innovation process (Füller et al., 2008Füller, J., Matzler, K., & Hoppe, M. (2008). Brand community members as a source of innovation.Journal of Product Innovation Management,25(6), 608-619.; Mack & Landau, 2015Mack, T., & Landau, C. (2015). Winners, losers, and deniers: Self-selection in crowd innovation contests and the roles of motivation, creativity, and skills.Journal of Engineering and Technology Management,37, 52-64.; Nguyen et al., 2015Nguyen, B., Yu, X., Melewar, T. C., & Chen, J. (2015). Brand innovation and social media: Knowledge acquisition from social media, market orientation, and the moderating role of social media strategic capability.Industrial Marketing Management,51, 11-25.; Pellizzoni et al., 2015Pellizzoni, E., Buganza, T., & Colombo, G. (2015). Motivation orientations in innovation contests: Why people participate.International Journal of Innovation Management,19(04), 1550033.; Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.) |
1 |
Brand communities (Füller et al., 2008Füller, J., Matzler, K., & Hoppe, M. (2008). Brand community members as a source of innovation.Journal of Product Innovation Management,25(6), 608-619.). |
0 |
2 |
Online communities, such as social networks and blogs, discussion forums, internet sites and online channels (Nguyen et al., 2015Nguyen, B., Yu, X., Melewar, T. C., & Chen, J. (2015). Brand innovation and social media: Knowledge acquisition from social media, market orientation, and the moderating role of social media strategic capability.Industrial Marketing Management,51, 11-25.; Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
4 |
3 |
Call Centers (Schaarschmidt, & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
2 |
4 |
Visit to consumers’ homes (Schaarschmidt, & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
0 |
5 |
Workshops (Schaarschmidt, & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
2 |
6 |
Interviews with consumers (Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.) |
1 |
7 |
Record of behavior in online diaries by consumers (Schaarschmidt, & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
0 |
8 |
Innovation contests / ideas competition open to the international community (Mack, & Landau, 2015Mack, T., & Landau, C. (2015). Winners, losers, and deniers: Self-selection in crowd innovation contests and the roles of motivation, creativity, and skills.Journal of Engineering and Technology Management,37, 52-64.; Pellizzoni et al., 2015Pellizzoni, E., Buganza, T., & Colombo, G. (2015). Motivation orientations in innovation contests: Why people participate.International Journal of Innovation Management,19(04), 1550033.; Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
1 |
9 |
Prototype testing (Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.) |
1 |
Category |
Subcategories Or Codes |
F |
O |
System of rewards for the consumer in the innovation process (Pellizzoni et al., 2015Pellizzoni, E., Buganza, T., & Colombo, G. (2015). Motivation orientations in innovation contests: Why people participate.International Journal of Innovation Management,19(04), 1550033.; Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.) |
1 |
Knowledge is given by consumers voluntarily and free of charge (Schaarschmidt & Kilian, 2014Schaarschmidt, M., & Kilian, T. (2014). Impediments to customer integration into the innovation process: A case study in the telecommunications industry.European Management Journal,32(2), 350-361.). |
0 |
2 |
Non-monetary reward (Pellizzoni et al., 2015Pellizzoni, E., Buganza, T., & Colombo, G. (2015). Motivation orientations in innovation contests: Why people participate.International Journal of Innovation Management,19(04), 1550033.). |
5 |
3 |
Monetary reward (Pellizzoni et al., 2015Pellizzoni, E., Buganza, T., & Colombo, G. (2015). Motivation orientations in innovation contests: Why people participate.International Journal of Innovation Management,19(04), 1550033.). |
0 |
Category |
Subcategories Or Codes |
F |
P |
Reconciling brand heritage with innovation (Beverland, 2005Beverland, M. B. (2005). Managing the design innovation-brand marketing interface: Resolving the tension between artistic creation and commercial imperatives.Journal of Product Innovation Management,22(2), 193-207.; Rimoli et al., 2013Rimoli, C. A., & Pastori Noronha, L. E. (2013). Aspectos de inovação e de redes que afetam a imagem da marca: o caso Harley-Davidson e Buell.REAd-Revista Eletrônica de Administração,19(2), 401-432.) |
1 |
The brand portfolio consists of traditional brands and innovative brands (Rimoli et al., 2013Rimoli, C. A., & Pastori Noronha, L. E. (2013). Aspectos de inovação e de redes que afetam a imagem da marca: o caso Harley-Davidson e Buell.REAd-Revista Eletrônica de Administração,19(2), 401-432.). |
0 |
2 |
Fidelity to traditions of brand heritage while paying attention to competitors´ movements, innovations and changes in consumer preferences (Beverland, 2005Beverland, M. B. (2005). Managing the design innovation-brand marketing interface: Resolving the tension between artistic creation and commercial imperatives.Journal of Product Innovation Management,22(2), 193-207.). |
4 |