Integration mechanisms for different types of innovation: case study in innovative companies

This paper examines the use of integration mechanisms in two innovation activities relationships: between exploitation product innovation and exploration product innovation, and between exploitation process innovation and exploration product innovation. It also identifies the benefits generated by the use of integration mechanisms.

Design/methodology/approach:

A multiple case study in four companies from different sectors which are a reference in product and process innovation.

Findings:

There is integration in the innovation activities relationships studied. The most used integration mechanisms in both relationships are regular collaboration, involvement for knowledge exchange (cross-functional interface mechanisms), those related to a culture of freedom, such as the free flow and encouragement of ideas, and those related to knowledge and information exchange (connectedness mechanisms).

Originality/value:

In addition to identifying that integration is possible and occurs in companies, it was possible to verify that the use of integration mechanisms enables the generation of benefits for product innovation.

Keywords:
Innovation management; Product innovation; Process innovation; Integration Mechanisms

Authorship

Fabiane Letícia Lizarelli

Federal University of São Carlos, Production Engineering Department, São Carlos, Brazil Federal University of São CarlosBrazilSão Carlos, BrazilFederal University of São Carlos, Production Engineering Department, São Carlos, Brazil

https://orcid.org/0000-0002-8959-9982

José Carlos de Toledo

https://orcid.org/0000-0002-7625-0984

Dário Henrique Alliprandini

FEI University, Department of Production Engineering, São Bernardo do Campo, BrazilFEI UniversityBrazilSão Bernardo do Campo, BrazilFEI University, Department of Production Engineering, São Bernardo do Campo, Brazil

https://orcid.org/0000-0001-7541-9955

1
. Fabiane Letícia Lizarelli, PhD in Production Engineering, Federal University of São Carlos, São Carlos, Brazil. Email: fabiane@dep.ufscar.br

2
. José Carlos de Toledo, PhD in Production Engineering, University of São Paulo, São Paulo, Brazil. Email: toledo@ufscar.br

3
. Dário Henrique Alliprandini, PhD in Mechanical Engineering, University of São Paulo, São Carlos, Brazil. Email: dario.allip@gmail.com

Contribution of each author

Thumbnail

Contribution Fabiane Letícia Lizarelli José Carlos de Toledo Dário Henrique Alliprandini 1. Definition of research problem √ √ 2. Development of hypotheses or research questions (empirical studies) √ √ 3. Development of theoretical propositions (theoretical work) √ √ 4. Theoretical foundation/Literature review √ √ √ 5. Definition of methodological procedures √ √ √ 6. Data collection √ 7. Statistical analysis - - - 8. Analysis and interpretation of data √ √ √ 9. Critical revision of the manuscript √ √ √ 10. Manuscript writing √ √ √

SCIMAGO INSTITUTIONS RANKINGS

Figures | Tables

Figures (2)
Tables (8)

Thumbnail

Figure 1
Investigated relationships

Thumbnail

Figure 2
Research Steps

Thumbnail

Contribution Fabiane Letícia Lizarelli José Carlos de Toledo Dário Henrique Alliprandini 1. Definition of research problem √ √ 2. Development of hypotheses or research questions (empirical studies) √ √ 3. Development of theoretical propositions (theoretical work) √ √ 4. Theoretical foundation/Literature review √ √ √ 5. Definition of methodological procedures √ √ √ 6. Data collection √ 7. Statistical analysis - - - 8. Analysis and interpretation of data √ √ √ 9. Critical revision of the manuscript √ √ √ 10. Manuscript writing √ √ √

Thumbnail

Table 1
Main integration mechanisms found in literature revie w

Thumbnail

Table 2
Questionnaire, modifications, and author s

Thumbnail

Table 3
Overview of the companies studied

Thumbnail

Table 4
Use of integration mechanisms between exploitative and explorative product innovation activitie s

Thumbnail

Table 5
Benefits of using integration mechanisms (relationship I )

Thumbnail

Table 6
Use of integration mechanisms between exploitative process innovation and explorative product innovation activitie s

Thumbnail

Table 7
Benefits of using integration mechanisms (relationship II )

Contribution	Fabiane Letícia Lizarelli	José Carlos de Toledo	Dário Henrique Alliprandini
1. Definition of research problem	√	√
2. Development of hypotheses or research questions (empirical studies)	√	√
3. Development of theoretical propositions (theoretical work)	√	√
4. Theoretical foundation/Literature review	√	√	√
5. Definition of methodological procedures	√	√	√
6. Data collection	√
7. Statistical analysis	-	-	-
8. Analysis and interpretation of data	√	√	√
9. Critical revision of the manuscript	√	√	√
10. Manuscript writing	√	√	√

Figure 1 Investigated relationships

Figure 2 Research Steps

Table 1 Main integration mechanisms found in literature revie w

Mechanisms (M)		Authors
Cross-functional interfaces	Use of regular job rotation	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... )
	Use of regular collaboration between units and liaison persons	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... )
	Use of cross-functional teams for the exchange of knowledge between units	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Xu, Cui, Qualls, & Zhang (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
Connectedness	Use of regular information and knowledge exchange between units/projects	Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576... ); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... ); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Use of regular goals and objectives sharing	Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Chen & Kannan-Narasimhan (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Use of informal talks and regular meetings for socialization and exchanging information between people from units	Westerman et al. (2006Westerman, G., McFarlan, W. F., & Iansiti, M. (2006). Organizational design and effectiveness over the innovation life cycle. Organizational Science, 17(2), 230-238. doi: 10.1287/orsc.1050.0170 https://doi.org/10.1287/orsc.1050.0170... ); Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2... ); Chen & Kannan-Narasimhan (2014); Colombo et al. (2014); Gütttel et al. (2015)
	Consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Gütttel et al. (2015); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)

Table 2 Questionnaire, modifications, and author s

Characteristics	Question	Comments/Authors
Structure	Is there a structural separation between the units of exploitative innovation and explorative innovation? In which unit do the activities of exploitative process innovation occur? In which unit do the activities of exploitative product innovation occur? In which unit do the activities of explorative product innovation occur?	Tushman & O'Reilly (1996Tushman, M. L., & O’Reilly, C. A. (1996). Organizations: managing evolutionary and revolutionary change. California Management Review, 38(4), 8-30.); Benner & Tushman (2003Benner, M. J. & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academic Management Review, 28(2), 238-256. doi: 10.2307/30040711 https://doi.org/10.2307/30040711... ); He & Wong (2004He, Z. H. & Wong, P. K. (2004). Exploration vs. Exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494. doi: 10.1287/orsc.1040.0078 https://doi.org/10.1287/orsc.1040.0078... )
Activities	What activities are engaging in explorative product innovation for the company? What activities are engaging in exploitative process innovation for the company? What activities are engaging in exploitative product innovation for the company?	Tushman & Smith (2005Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization Science, 16(5), 522-536. doi: 10.1287/orsc.1050.0134 https://doi.org/10.1287/orsc.1050.0134... ); Lin & McDonough (2011Lin, H. E., & McDonough, E. F., III. (2011). Investigating the role of leadership and organizational culture in fostering innovation ambidexterity. IEEE Transactions on engineering management, 58(3), 497-509. doi: 10.1109/tem.2010.2092781 https://doi.org/10.1109/tem.2010.2092781... ); Bauer & Leker (2013Bauer, M., & Leker, J. (2013). Exploration and exploitation in product and process innovation in the chemical industry. R&D Management, 43(3), 196-212. doi: 10.1111/radm.12012 https://doi.org/10.1111/radm.12012... ); Wang & Rafiq, (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Piao and Zajac (2016Piao, M., & Zajac, E. J. (2016). How exploitation impedes and impels exploration: Theory and evidence. Strategic Management Journal, 37(7), 1431-1447. doi:10.1002/smj.2402 https://doi.org/10.1002/smj.2402... )
Integration mechanisms between exploitative product innovation and explorative product innovation	Is there integration between exploitative product innovation and explorative product innovation? How does this integration occur at the individual level?	Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014)
	MCFI1: Is there use of regular job rotation between exploitative and explorative product innovation activities/units? How is the use of this mechanism guaranteed? * How intensely does the company use this mechanism? *	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... )
	After stage 1: MCFI2: Is there involvement of people related to the exploitative product innovation activities in the explorative product innovation activities for knowledge exchange?	Mechanisms added by respondents in stage 1
	MCFI3: Is there use of regular collaboration between people from the exploitative and explorative product innovation activities/units?	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... )
	MCFI4: Is there use of cross-functional teams with connections between explorative product innovation activities/units and exploitative product innovation activities/units?	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	MC1: Is there regular information exchange between exploitative and explorative product innovation activities/units?	Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576... ); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... ); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1 - Is there use of regular goals and objectives sharing? After stage 1 - MC2: Are the goals of new product innovation for new customers used for focusing exploitative product innovation activities?	Mechanism changed due to the responses in stage 1 Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Chen & Kannan-Narasimhan (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1: Is there use of regular information exchange between exploitative and explorative product innovation activities/units? After stage 1:MC3: Is knowledge of radical/new product innovation for new customers incorporated into reports and databases, among others, for later access for exploitative product innovation activities?	Mechanism changed due to the responses in stage 1 Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576... ); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... ); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1: Is there use of regular information exchange between exploitative and explorative product innovation activities/units? After stage 1: MC4: Is knowledge of incremental product innovations incorporated into reports and databases, among others, for later access for explorative product innovation activities?	Mechanism changed due to the responses in stage 1 in stage 1 Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576... ); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... ); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	MC5: Are there communication and meetings (including forums and committees) between people from exploitative and explorative product innovation activities/units?	Westerman et al. (2006Westerman, G., McFarlan, W. F., & Iansiti, M. (2006). Organizational design and effectiveness over the innovation life cycle. Organizational Science, 17(2), 230-238. doi: 10.1287/orsc.1050.0170 https://doi.org/10.1287/orsc.1050.0170... ); Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2... ); Gütttel et al. (2015)
	Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC6: Is there the free flow of ideas and information from exploitative product innovation activities/units to explorative product innovation activities/units?	Mechanism changed due to the responses in stage 1 in stage 1 Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Wang &Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Gütttel et al. (2015); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC7: Is there the encouragement of ideas and contributions from exploitative product innovation activities/units to explorative product innovation activities/units	Mechanism changed due to the responses in stage 1 in stage 1 Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Gütttel et al. (2015); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
Benefits of the integration between exploitative product innovation and explorative product innovation	Before stage 1: What are the benefits of the integration between exploitative product innovation and explorative product innovation? What are the mechanisms that most help in achieving these benefits? After stage 1: B1: Is there the incorporation of features in existing products for improvements which were developed in explorative product innovation? After stage 1: B2: Is there the development of radical/new product innovation for new customers with the incorporation of improvements proposed by the market or internally in exploitative product innovation activities? After stage 1: B3: Is there a reduction in the development time of radical/new products for new customers? What are the mechanisms that most help in achieving these benefits?	Benefits were changed due to the responses in stage 1 in stage 1
Integration mechanisms between exploitative process innovation and explorative product innovation	Is there integration between exploitative process innovation and explorative product innovation? How does this integration occur at the individual level?	Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014)
	MCFI1: Is there use of job rotation between explorative product innovation activities/units and exploitative process innovation activities/units? How is the use of this mechanism guaranteed? * How intensely does the company use this mechanism? *	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... )
	After stage 1: MCFI2: I Is there involvement of people related to exploitative process innovation activities in explorative product innovation activities for knowledge exchange?	Mechanisms added by respondents in stage 1
	MCFI3: Is there use of regular collaboration between the exploitative and explorative process innovation activities/units?	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... )
	MCFI4: Is there use of cross-functional teams with connections between explorative product innovation activities/units and exploitative process innovation activities/units?	Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Xu et al. (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	MC1: Is there regular information exchange between explorative product innovation activities/units and exploitative process innovation activities/units?	Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576... ); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... ); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1 - Is there use of regular goals and objectives sharing? After stage 1 - MC2: Are the goals of radical/new product innovation for new customers used for focusing exploitative process innovation activities?	Mechanism changed due to the responses in stage 1 Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Chen & Kannan-Narasimhan (2014); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1: Is there use of regular information exchange between exploitative process and explorative product innovation activities/units? After stage 1:MC3: Is knowledge of radical/new product innovation for new customers incorporated into reports and databases, among others, for later access for exploitative process innovation activities?	Mechanism changed due to the responses in stage 1 Jansen et al. (2006Jansen, J. J. P., Bosch, A. J., Van Den, & Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661-1674. doi: 10.1287/mnsc.1060.0576 https://doi.org/10.1287/mnsc.1060.0576... ); Jansen et al. (2009); Su et al., (2011Su, Z., Li, J., Yang, Z., & Li, Y. (2011). Exploratory learning and exploitative learning in different organizational structures. Asia Pacific Journal of Management, 28(4), 697-714. doi: 10.1007/s10490-009-91779 https://doi.org/10.1007/s10490-009-91779... ); Gassmann et al. (2012Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: The role of transition modes in large firms. R&D Management, 42(2), 120-132. doi: 10.1111/j.1467-9310.2011.00670.x https://doi.org/10.1111/j.1467-9310.2011... ); Colombo et al. (2014); Chang & Hughes (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Güttel et al. (2015Güttel, W. H., Konlechner, S. W., & Trede, J. K. (2015). Standardized individuality versus individualized standardization: The role of the context in structurally ambidextrous organizations. Review of Managerial Science, 9(2), 261-284. doi:10.1007/s11846-014-0156-2 https://doi.org/10.1007/s11846-014-0156-... ); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	MC4: Are there communication and meetings between people from exploitative process innovation activities/unit and explorative product innovation activities/unit?	Westerman et al. (2006Westerman, G., McFarlan, W. F., & Iansiti, M. (2006). Organizational design and effectiveness over the innovation life cycle. Organizational Science, 17(2), 230-238. doi: 10.1287/orsc.1050.0170 https://doi.org/10.1287/orsc.1050.0170... ); Jayawarna & Holt (2009Jayawarna, D., & Holt, R. (2009). Knowledge and quality management: An R&D perspective. Technovation, 29(11), 775-785. doi: 10.1016/j.technovation.2009.04.004 https://doi.org/10.1016/j.technovation.2... ); Gütttel et al. (2015)
	Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/ projects? After stage 1: MC5: Is there a free flow of ideas and information from exploitative process innovation activities/units to explorative product innovation activities/units?	Mechanism changed due to the responses in stage 1 in stage 1 Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Gütttel et al. (2015); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	Before stage 1: Is there consolidation of a culture of freedom for people to feel free to get in touch and share knowledge as needed with people from other units/projects? After stage 1: MC6: Is there encouragement of ideas and contributions from exploitative process innovation activities/units to support explorative product innovation activities/units?	Mechanism changed due to the responses in stage 1 in stage 1 Jansen et al. (2009Jansen, J. J. P., Tempelaar, M. P., Bosch, F. A. J., Van Den & Volberda, H. W. (2009). Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organization Science, 20(4), 797-811. doi: 10.1287/orsc.1080.0415 https://doi.org/10.1287/orsc.1080.0415... ); Colombo et al. (2014); Wang & Rafiq (2014Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of Management, 25(1), 58-76. doi: 10.1111/j.1467-8551.2012.00832.x https://doi.org/10.1111/j.1467-8551.2012... ); Gütttel et al. (2015); Xu et al., (2017Xu, L., Cui, N., Qualls, W., & Zhang, L. (2017). How socialization tactics affect supplier-buyer co-development performance in exploratory and exploitative projects: The mediating effects of cooperation and collaboration. Journal of Business Research, 78, 242-251. doi: 10.1016/j.jbusres.2016.12.019)
	MC7: Are there decision-making committees with people from exploitative process innovation activities/units and explorative product innovation activities/units?	Mechanisms added by respondents in stage 1
Benefits of the integration between exploitative process innovation and explorative product innovation	Before stage 1: What are the benefits of the integration between exploitative process innovation and explorative product innovation? What are the mechanisms that most help in achieving these benefits? After stage 1: B1: Is there a reduction in the development time of radical/new products for new customers? After stage 1: B2: Is there a better quality of radical/new products for new market innovations? After stage 1: B3: Is there a better decision-making process for product innovation projects considering exploitative innovation activities? After stage 1: B4: Is there greater process support for the development and implementation of radical/new product innovation for new customers? What are the mechanisms that most help in achieving these benefits?	Benefits were changed due to the responses in stage 1 in stage 1

* Questions asked for all mechanisms

Table 3 Overview of the companies studied

Features	Company A	Company B	Company C	Company D
Nationality	Multinational	Multinational	Multinational	National
Sector	Consumer goods	Appliances	Chemical	Cosmetics
Interviews	R&D Lab Manager, 2 Technical Experts (R&D), Manufacturing Engineer, Project Manager	Project Coordinator, Senior Manager of Product Development, Process Engineer, Project Manager	Innovation Excellence Manager, Senior Process Engineer, Project Manager of Operational Excellence, Senior Researcher (R&D)	Innovation Project Manager, Coordinator of Manufacturing Processes, Process Engineer, Technology Engineer
Locus of explorative product innovation activities	Research and Development Center (Lab)	Product Development unit	Development Product Center in the R&D unit	Innovation unit
Locus of exploitative product innovation activities	Research and Development Center (Lab)	Product Development unit	Development Product Center in the R&D unit	Formula Development area
Locus of exploitative process innovation activities	Manufacturing unit	Industrial unit	Industrial division	Industrial unit

Table 4 Use of integration mechanisms between exploitative and explorative product innovation activitie s

Mechanisms (M)	Company
Mechanisms (M)	A	B	C	D
MCFI1: Use of regular job rotation between exploitative and explorative product innovation activities/units	Medium	Medium	Low	Low
MCFI2: Involvement of people related to the exploitative product innovation activities in the explorative product innovation activities for knowledge exchange	High	High	High	Low
MCFI3: Use of regular collaboration between people from the exploitative and explorative product innovation activities/units	High	High	High	Low
MCFI4: Use of cross-functional teams with connections between explorative product innovation activities/unit and exploitative product innovation activities/unit	Medium	High	High	Low
MC1: Use of regular information exchange between exploitative and explorative product innovation activities/units	High	High	High	Low
MC2: Use of the goals of new product innovation for new customers to focus exploitative product innovation activities	Low	Medium	Medium	Low
MC3: Incorporation of knowledge from radical/new product innovation for new customers into reports and databases, among others, for later access for exploitative product innovation activities	High	Medium	High	High
MC4: Incorporation of knowledge from incremental product innovations into reports and databases, among others, for later access for explorative product innovation activities	High	Medium	High	High
MC5: Communication and meetings (including forums and committees) between people from exploitative and explorative product innovation activities/units	Medium	High	High	Medium
MC6: Generating free flow of ideas and information from exploitative product innovation activities/units to explorative product innovation activities/units	High	High	High	High
MC7: Encouraging ideas and contributions from exploitative product innovation activities/units to explorative product innovation activities/units	High	High	High	Medium

Table 5 Benefits of using integration mechanisms (relationship I )

Benefits	Company
Benefits	A	B	C	D
B1: Incorporating features into existing products for improvements which were developed in explorative product innovation	Medium	High	High	Low
B2: Development of radical/new product innovation for new customers incorporating improvements proposed by the market or internally in exploitative product innovation activities	High	High	High	Low
B3: Reduction in the development time of radical/new products for new customers	Medium	High	Medium	Nonexistent

Table 6 Use of integration mechanisms between exploitative process innovation and explorative product innovation activitie s

Mechanisms (M)	Company
Mechanisms (M)	A	B	C	D
MCFI1: Use of job rotation between explorative product innovation activities/units and exploitative process innovation activities/units	Nonexistent	Nonexistent	Low	Nonexistent
MCFI2: Involvement of people related to exploitative process innovation activities in explorative product innovation activities for knowledge exchange	High	Medium	High	Low
MCFI3: Use of regular collaboration between the exploitative and explorative process innovation activities/units	High	Medium	High	Low
MCFI4: Use of cross-functional teams with connections between explorative product innovation activities/units and exploitative process innovation activities/units	High	High	High	High
MC1: Enabling regular information exchange between explorative product innovation activities/units and exploitative process innovation activities/units	Medium	Medium	High	Nonexistent
MC2: Use of the goals of radical/new product innovation for new customers to focus exploitative process innovation activities	Low	Medium	High	Low
MC3: Incorporation of knowledge from radical/new product innovation for new customers into reports and databases, among others, for later access for exploitative process innovation activities	Low	Low	Medium	Low
MC4: Communication and meetings between people from exploitative process innovation activities/units and explorative product innovation activities/units	Medium	Medium	High	Low
MC5: Generating the free flow of ideas and information from exploitative process innovation activities/units to explorative product innovation activities/units	Medium	Medium	High	Low
MC6: Encouraging ideas and contributions from exploitative process innovation activities/units to support explorative product innovation activities/units	High	Medium	High	Low
MC7: Decision-making committees with people from exploitative process innovation activities/units and explorative product innovation activities/units	Nonexistent	Medium	High	Nonexistent

Table 7 Benefits of using integration mechanisms (relationship II )

Benefits	Company
Benefits	A	B	C	D
B1: Reduction in the development time of radical/new products for new customers	Medium	Medium	High	Low
B2: Higher quality of radical/new product for new markets innovations	Medium	High	High	Medium
B3: Better decision-making process for product innovation projects considering processes of exploitative innovation activities	High	High	High	High
B4: Greater process support for the development and implementation of radical/new product innovation for new customers	Medium	Medium	High	Low

How to cite

copy

Fundação Escola de Comércio Álvares Penteado Fundação Escola de Comércio Álvares Penteado, Av. da Liberdade, 532, 01.502-001 , São Paulo, SP, Brasil , (+55 11) 3272-2340 , (+55 11) 3272-2302, (+55 11) 3272-2302 - São Paulo - SP - Brazil
E-mail: rbgn@fecap.br

Acompanhe os números deste periódico no seu leitor de RSS

Versão para download de PDF

PDF

Inglês
Português

Versões e tradução automática

Versão original do texto

English
Português

Tradução automática

Google Translator
Microsoft Translator

Como citar

RIS

BIBTEX

Outros formatos de citação e exportação:

SciELO - Scientific Electronic Library Online
Rua Dr. Diogo de Faria, 1087 – 9º andar – Vila Clementino 04037-003 São Paulo/SP - Brasil
E-mail: scielo@scielo.org

Leia a Declaração de Acesso Aberto

Métricas

Integration mechanisms for different types of innovation: case study in innovative companies

PlumX

Mensagem

[1] 1
. Fabiane Letícia Lizarelli, PhD in Production Engineering, Federal University of São Carlos, São Carlos, Brazil. Email: fabiane@dep.ufscar.br