Estratégias Tecnológicas na Indústria de transformação do Brasil: Um estudo a partir das atividades inovativas

Carvalho, Enéas Gonçalves de; Melo, Tatiana Massaroli de; Gomes, Rogério; Guedes, Sebastião Neto Ribeiro

doi:10.20396/rbi.v20i00.8659257

Brasil

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Article • Rev. Bras. Inov. 20 • 2021 • https://doi.org/10.20396/rbi.v20i00.8659257 linkcopiar

Estratégias Tecnológicas na Indústria de transformação do Brasil: Um estudo a partir das atividades inovativas

Autoria SCIMAGO INSTITUTIONS RANKINGS

Resumo

O objetivo deste artigo é identificar as estratégias tecnológicas adotadas na indústria de transformação brasileira. As estratégias tecnológicas foram analisadas a partir da construção de indicadores de inovação e de imitação de produto e de processo e, complementarmente, de um indicador adicional para inovações organizacionais e de marketing. Os indicadores foram aplicados a 19 setores da indústria brasileira de transformação (PINTEC, 2014) e nas contrapartes de um conjunto de países europeus selecionados (CIS, 2016). Para efeitos de análise, os setores industriais foram agrupados segundo o critério de intensidade tecnológica proposto pela OCDE e os resultados confrontados com os padrões setoriais de inovação. Os resultados apontaram que as estratégias predominantes na indústria brasileira são tipicamente passivas, em claro contraste com as ativas prevalecentes nos países avançados.

Palavras-chave: Estratégias; Estratégias de Inovação; Atividades Inovativas; Indústria Transformação

Indicator	Intensity in process imitation (Processo_im)	Intensity in process innovation (Process_in)	Intensity in product imitation (Produto_im)	Intensity in product innovation (Produto_in)	Intensity in organizational and marketing innovations
Variables	Expenses with external R&D; Expenses with the acquisition of other external knowledge	Expenses with internal R&D activity	Expenses with external R&D; Expenses with the acquisition of other external knowledge	Expenses with internal R&D activity	Companies that have implemented organizational and marketing innovations
Variables	Process Focus - Number of companies that declared high impact and importance of reducing production costs.	Process Focus - Number of companies that declared high impact and importance of reducing production costs.	Product Focus - Number of companies that declared high impact and importance of improving product quality.	Product Focus - Number of companies that declared high impact and importance of improving product quality.

	Process				Product				Organizational and Marketing Innovations
	Imitation		Innovation		Imitation		Innovation		Organizational and Marketing Innovations
Manufacture of food
Brazil		0,02		0,05		0,03		0,09		27,38
Leader	Serbia	0,62	Norway	0,25	Serbia	1,67	Finland	0,49	Brazil	27,38
Class (%)	L	3,2	L	20,0	L	1,8	L	18,4	H	100,0
Manufacture of beverages
Brazil		0,02		0,04		0,02		0,05		45,33
Leader	Serbia	0,08	Brazil	0,04	Serbia	0,56	Austria	0,05	Brazil	45,33
Class (%)	L	25,0	H	100,0		3,6	H	100,0	H	100,0
Manufacture of textile products
Brazil		0,03		0,05		0,06		0,09		34,71
Leader	Norway	0,12	Norway	0,64	Austria	0,14	Italy	0,85	Brazil	34,71
Class (%)	L	25,0	L	7,8	ML	42,9	L	10,6	H	100,0
Manufacture of clothing
Brazil		0,01		0,08		0,03		0,14		39,69
Leader	Italy	0,08	Italy	0,31	Italy	0,34	Italy	1,32	Brazil	39,69
Class (%)	L	12,5	L	25,8	L	8,8	L	10,6	H	100,0
Manufacture of leather articles and footwear
Brazil		0,03		0,19		0,07		0,52		46,37
Leader	Serbia	0,27	Germany	0,23	Serbia	0,72	Germany	1,09	Brazil	46,37
Class (%)	L	11,1	H	82,6	L	9,7	M	47,7	H	100,0
Manufacture of paper, pulp, and paper products
Brazil		0,03		0,24		0,02		0,16		38,67
Leader	Norway	0,05	Brazil	0,24	Italy	0,20	Finland	0,46	Finland	43,84
Class (%)	ML	60,0	H	100,0	L	10,0	L	34,8	H	88,2
Manufacture of furniture
Brazil		0,04		0,15		0,09		0,30		39,71
Leader	Croatia	0,06	Norway	0,70	Croatia	0,19	Austria	0,71	Brazil	39,71
Class (%)	MH	66,7	L	21,4	M	47,4	ML	42,3	H	100,0
Manufacture of miscellaneous
Brazil		0,05		0,21		0,08		0,35		32,37
Leader	Norway	0,67	Norway	1,52	Norway	0,67	Norway	5,87	Serbia	36,23
Class (%)	L	7,5	L	13,8	L	11,9	L	6,0	H	89,3

Low technology	Sectoral patterns of innovation - Pavitt (1984)	Innovation strategies - Freeman and Soete (1997)	Results for Brazil
Manufacture of food	Scale-intensive	Defensive/Imitative	Dependent
Manufacture of beverages	Scale-intensive	Defensive/Imitative	Offensive (process)
Manufacture of textile products	Supplier-dominated	Defensive/Imitative	Dependente
Manufacture of clothing	Supplier-dominated	Defensive/Imitative	Dependent
Manufacture of leather articles and footwear	Supplier-dominated	Defensive/Imitative	Imitative
Manufacture of paper, pulp, and paper products	Scale-intensive	Defensive/Imitative	Offensive (process)
Manufacture of furniture	Supplier-dominated	Defensive/Imitative	Imitative
Manufacture of miscellaneous	Specialized suppliers	Defensive/Imitative	Dependent

	Process				Product				Organizational and Marketing Innovations
	Imitation		Innovation		Imitation		Innovation		Organizational and Marketing Innovations
Manufacture of rubber and plastic products
Brazil		0,08		0,15		0,18		0,33		33,84
Leader	Norway	0,13	Norway	0,59	Norway	0,27	Austria	2,09	Brazil	33,84
Class (%)	M	61,5	L	25,4	MH	66,7	L	15,8	H	100,0
Manufacture of non-metallic minerals
Brazil		0,03		0,11		0,07		0,22		31,05
Leader	Norway	0,04	Finland	0,22	Malta	0,84	Austria	1,01	Brazil	31,05
Class (%)	MH	75,0	M	50,0	L	8,3	L	21,8	H	100,0
Metallurgy
Brazil		0,02		0,14		0,03		0,20		28,9
Leader	Norway	0,11	Norway	0,24	Germany	0,17	Austria	1,29	Brazil	28,9
Class (%)	L	18,2	M	58,3	L	17,6	L	15,5	H	100,0
Manufacture of metal products
Brazil		0,02		0,09		0,04		0,17		31,22
Leader	Norway	0,15	Norway	1,59	Croatia	0,18	Norway	1,59	Brazil	31,22
Class (%)	L	13,3	L	5,7	L	22,2	L	10,7	H	100,0

Medium-low technology	Sectoral patterns of innovation - Pavitt (1984)	Innovation strategies - Freeman and Soete (1997)	Results for Brazil
Manufacture of rubber and plastic products	Production-intensive	Defensive	Imitative
Manufacture of non-metallic minerals	Supplier-dominated	Defensive	Traditional
Metallurgy	Supplier-dominated	Defensive	Traditional
Manufacture of metal products	Specialized supplier	Defensive	Traditional

	Process				Product				Organizational and Marketing Innovations
	Imitation		Innovation		Imitation		Innovation		Organizational and Marketing Innovations
Manufacture of chemicals
Brazil		0,09		0,24		0,19		0,51		23,30
Leader	Norway	0,40	Norway	0,85	Germany	0,43	Germany	2,29	Finland	35,04
Class (%)	L	22,5	L	28,2	ML	44,2	L	22,3	MH	66,5
Manufacture of machinery, appliances, and electrical materials
Brazil		0,04		0,7		0,06		1,13		22,48
Leader	Serbia	0,24	Finland	1,66	Germany	0,66	Germany	4,80	Finland	33,78
Class (%)	L	16,7	L	42,2	L	9,1	L	23,5	MH	66,5
Manufacture of machinery and equipment
Brazil		0,03		0,24		0,07		0,55		33,26
Leader	Norway	0,12	Norway	0,99	Germany	0,55	Austria	3,91	Serbia	38,31
Class (%)	L	25,0	L	24,2	L	12,7	L	14,1	H	86,8
Manufacture of vehicles and auto parts
Brazil		0,06		0,30		0,15		0,80		41,16
Leader	Norway	0,34	Norway	1,66	Germany	1,06	Germany	3,94	Brazil	41,16
Class (%)	L	17,6	L	18,1	L	14,2	L	20,3	H	100,0

Medium-high technology	Sectoral patterns of innovation - Pavitt (1984)	Innovation strategies - Freeman and Soete (1997)	Results for Brazil
Manufacture of chemicals	Production-intensive	Offensive	Dependent
Manufacture of machinery, appliances, and electrical materials	Production-intensive	Offensive	Dependent
Manufacture of machinery and equipment	Specialized supplier	Offensive	Dependent
Manufacture of vehicles and auto parts	Production-intensive	Offensive	Dependent

	Process				Product				Organizational and Marketing Innovations
	Imitation		Innovation		Imitation		Innovation		Organizational and Marketing Innovations
Manufacture of pharmaceutical products
Brazil		1,21		1,92		1,42		2,24		24,41
Leader	Serbia	2,26	Brazil	1,92	Serbia	3,76	Germany	10,00	Macedonia	50,00
Class (%)	ML	53,5	H	100,0	L	37,8	L	22,4	ML	48,8
Manufacture of computer, electronic, and optical equipment
Brazil		0,21		0,48		0,55		1,23		21,58
Leader	Norway	0,85	Norway	3,95	Germany	1,75	Austria	10,76	Austria	50,92
Class (%)	L	24,7	L	12,2	L	31,4	L	11,4	L	42,4
Manufacture of other transport equipment
Brazil		1,77		0,75		3,71		1,57		46,27
Leader	Brazil	1,77	Austria	1,40	Brazil	3,71	Austria	5,88	Brazil	46,27
Class (%)	H	100,0	ML	53,6	H	100,0	L	26,7	H	100,0

High technology	Sectoral patterns of innovation - Pavitt (1984)	Innovation strategies - Freeman and Soete (1997)	Results for Brazil
Manufacture of pharmaceutical products	Science-based	Offensive	Defensive
Manufacture of computer, electronic, and optical equipment	Science-based	Offensive	Dependent
Manufacture of other transport equipment	Science-based	Offensive	Defensive

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Universidade Estadual de Campinas Rua: Carlos Gomes, 250. Bairro Cidade Universitária, Cep: 13083-855 , Campinas - SP / Brasil , Tel: +55 (19) 3521-5176 - Campinas - SP - Brazil
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[TFN1] Source: Own elaboration from CIS (2016) and PINTEC (2014)

[TFN2] Note. Class (Classification): Medium-Low (MB); Medium-High (MA); High (A); Low (B)