UMA ANÁLISE SOBRE A INFLUÊNCIA DA LIDERANÇA ORGANIZACIONAL NA GESTÃO DA INOVAÇÃO UTILIZANDO O MÉTODO FUZZY-AHP

AUTHORS

1. Roger da Silva Wegner Institution: Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brazil Doctoral student of Administration from Federal University of Santa Maria. Master’s degree in production engineering from Federal University of Santa Maria. Graduated of Administration from Federal University of Santa Maria. E-mail: rswegnerr@gmail.com ORCID: https://orcid.org/0000-0002-2034-8034

2. Julia Tontini Institution: Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brazil. Master student of Administration from Federal University of Santa Maria. Graduated of Administration from Federal University of Santa Maria. E-mail: ju-tontini@hotmail.com ORCID: https://orcid.org/0000-0001-8509-8665

3. Vânia Medianeira Flores Costa Institution: Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brazil. PhD of Administration from Federal University of Bahia. Master’s degree in Administration from Federal University of Santa Catarina. Graduated in Administration from Federal University of Santa Maria. E-mail: vania.costa@ufsm.br ORCID: https://orcid.org/0000-0002-6099-820X

4. Arthur Muller Junior Institution: Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brazil Graduating of Administration from Federal University of Santa Maria. E-mail: arthurmuller58@gmail.com ORCID: https://orcid.org/0000-0002-9060-0880

5. Deoclécio Junior Cardoso da Silva Institution: Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brazil. Doctoral student of Administration from Federal University of Santa Maria. Master’s degree in production engineering from Federal University of Santa Maria. Graduated of Administration from Integrated Regional University. E-mail: deocleciojunior2009@hotmail.com ORCID: https://orcid.org/0000-0002-2395-2878

Contribution of authors

Conflict of Interest

The authors have stated that there is no conflict of interest.

Forms	Description
Autocratic Leadership	The tasks are formalized and structured by the leaders, do not have the participation of the group and the control is rigid.
Liberal Leadership	Leaders abstain from their role and give employees more freedom where they make more decisions.
Democratic Leadership	Acceptance is built through participation and action, with more communication between leader and leader

Factors	Concept
Training	Support employees to develop activities with autonomy (Santos & Silva, 2015Santos, R. A., & Silva, L. P. (2015). Princípios e valores organizacionais: a questão do treinamento e a excelência dos serviços hoteleiros. Um estudo de caso na JW Marriott Rio de Janeiro. Revista Brasileira de Pesquisa em Turismo, 9(3), 422-441.; Bilanakos, Heywood, Sessions, & Theodoropoulos, 2018Bilanakos, C., Heywood, J. S., Sessions, J., & Theodoropoulos, N. (2018). Does demand for product quality increase worker training?. Journal of Economic Behavior & Organization, 155, 159-177.).
Culture of innovation	Provide an environment where employees are encouraged to innovate (Wolf, 2015Wolf, I. (2015). As 8 dimensões da gestão da inovação eficiente. Goiânia.).
Governance	It is the way in which the organization is directed, supervised and stimulated, involving the relationships between partners, board, supervisory bodies and other interested parties (Molen, 2018Molen, F. V. D. (2018). How knowledge enables governance: The coproduction of environmental governance capacity. Environmental science & policy, 87, 18-25. ).
Prospecting for innovation	It is the ability to generate and seek innovations in desired directions, using the company's strategy for structuring the future (Fernandes, Lima, Silva, Tenório,& Ghesti, 2018Fernandes, T. L., Lima, L. A., da Silva, M. L., da Silva Tenório, L. X., & Ghesti, G. F. (2018). Prospecção Tecnológica: uma visão das inovações e perspectivas do mercado cervejeiro. Cadernos de Prospecção, 11(2), 580.).
Innovation projects	Creation of an organizational environment with the objective of detecting new opportunities, ideas and news in order to put them into practice (Scherer, 2017Scherer, F. (2017). Cinco dicas para executar os melhores projetos de inovação. Revista Exame. https://exame.com/blog/inovacao-na-pratica/5-dicas-para-executar-melhor-os-projetos-de-inovacao/ https://exame.com/blog/inovacao-na-prati... ).
Innovation technology	News in the productive sector focused on new technologies or improvement of something already existing (Scherer & Piveta, 2017Scherer, F. L., & Piveta, M. N. (2017). Ciência, tecnologia e inovação e internacionalização de negócios: estudo bibliométrico nas bases Web of Science e Scopus. Revista Gestão & Tecnologia, 17(4), 152-181.).
Acquisition of intangible technology	Acquisition of technology in the form of patents, licenses, know-how and services of general technological content (Machado & Carvalho, 2013Machado, D. D. P. N., & de Carvalho, L. C. (2013). Ambiente favorável ao desenvolvimento de inovações: proposição de um modelo de análise organizacional. Revista de Administração, 48(3), 592-607.).
Acquisition of other external knowledge	Technology transfer agreements originated from the purchase of license rights for exploitation of patents and trademarks, acquisition of know-how and other technical-scientific knowledge of third parties, so that the company creates innovations (Machado & Carvalho, 2013Machado, D. D. P. N., & de Carvalho, L. C. (2013). Ambiente favorável ao desenvolvimento de inovações: proposição de um modelo de análise organizacional. Revista de Administração, 48(3), 592-607.).
Systemic view among all company employees	Ability to analyze the whole and the constant changes and changes (Parolin, 2013Parolin, S. R. H. (2013). Estudo multicasos sobre atividades inovativas. Revista de Administração , 48(3), 608-620.).
Benefits associated with the environment	Health, safety at work, norms and regulations (Parolin, 2013Parolin, S. R. H. (2013). Estudo multicasos sobre atividades inovativas. Revista de Administração , 48(3), 608-620.).
Flexible management	Its objective is to direct its efforts towards the management of people and the permanent process of investments in technologies (Parolin, 2013Parolin, S. R. H. (2013). Estudo multicasos sobre atividades inovativas. Revista de Administração , 48(3), 608-620.).

N	3	4	5	6	7	8	9	10
RI	0,58	0,9	1,12	1,24	1,32	1,41	1,45	1,49

Fuzzy triangular scale	Reciprocal Reverse	Definition
(1, 1, 3)	(1/3, 1, 1)	Equal importance.
(1, 3, 5)	(1/5, 1/3, 1)	Weak importance.
(3, 5, 7)	(1/7, 1/5, 1/3)	Slight importance.
(5, 7, 9)	(1/9, 1/7, 1/5)	Moderate importance.
(7, 9, 9)	(1/9, 1/9, 1/7)	Strong importance.

Discussion	Manager	Director
What is innovation?	A method that makes it possible to improve the way services are offered and executed, more efficiently and effectively.	They are the new products or services for the market, as a differential of the competition.
What is new in the company?	New services.	New services and customer support.
What innovation applications exist in the company?	New ways of customer service.	Hours of service and differentiated services.
Is there a culture of innovation in the company? If yes, how?	Incentives for employees to bring new ideas to the company with bonuses, awards for them.	Employees are encouraged to bring in new things, to propose innovations for high management of the company.
How is innovation passed on to employees?	Providing autonomy to innovate in the way to accomplish the tasks.	Having the freedom to bring in new things and implement them, reinventing the way you do the chores.
How do you characterize your leadership?	Democratic	Servitor.

	Cr₁	Cr₂	Cr₃	Cr₄	Cr₅	Cr₆	PMLs
Cr ₁	(1; 1; 3)	(5; 7; 9)	(1; 3; 5)	(3; 5; 7)	(3; 5; 7)	(3; 5; 7)	0,3279
Cr ₂	(1/9; 1/7; 1/15)	(1; 1; 3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	0,0219
Cr ₃	(1/5; 1/3; 1)	(3; 5; 7)	(1; 1; 3)	(3; 5; 7)	(3; 5; 7)	(1; 3; 5)	0,2513
Cr ₄	(1/7; 1/5; 1/3)	(1; 3; 5)	(1/7; 1/5; 1/3)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)	0,1110
Cr ₅	(1/7; 1/5; 1/3)	(1; 3; 5)	(1/7; 1/5; 1/3)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)	0,1110
Cr ₆	(1/7; 1/5; 1/3)	(1; 3; 5)	(1/5; 1/3; 1)	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)	0,1769

Training	A₁	A₂	A₃	A₄	A₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(3; 5; 7)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(3; 5; 7)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)
A₅	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)
Culture of innovation	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)
A₅	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)
Governance	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(3; 5; 7)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(3; 5; 7)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)
A₅	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)
Prospecting for innovation	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)
A₅	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)
Innovation Projects	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)
A₅	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)
Innovation Technology	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(3; 5; 7)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(3; 5; 7)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)
A₄	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)
A₅	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)

	Cr₁	Cr₂	Cr₃	Cr₄	Cr₅	Cr₆
A ₁	0,2795	0,2510	0,2795	0,2623	0,2623	0,3201
A ₂	0,2795	0,2510	0,2795	0,2623	0,2623	0,3201
A ₃	0,1422	0,0774	0,1422	0,0718	0,0718	0,1129
A ₄	0,1900	0,1696	0,1900	0,1706	0,1706	0,1235
A ₅	0,1088	0,2510	0,1088	0,2329	0,2329	0,1235

	A₁	A₂	A₃	A₄	A₅	PMLs
A ₁	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(3; 5; 7)	(3; 5; 7)	0,3518
A ₂	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(3; 5; 7)	0,3064
A ₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	0,0984
A ₄	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	0,1217
A ₅	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	0,1217

	Cr₁	Cr₂	Cr₃	Cr₄	Cr₅	Cr₆	PMLs
Cr₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(5; 7; 9)	(1; 3; 5)	0,2476
Cr₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(5; 7; 9)	(1; 3; 5)	0,2476
Cr₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(1/5; 1/3; 1)	0,1750
Cr₄	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(1/5; 1/3; 1)	0,1074
Cr₅	(1/9; 1/7; 1/5)	(1/9; 1/7; 1/5)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1/7; 1/5; 1/3)	0,0221
Cr₆	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 3; 5)	(1; 3; 5)	(3; 5; 7)	(1; 1; 3)	0,2003

Training	A₁	A₂	A₃	A₄	A₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
A₅	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
Culture of innovation	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
A₅	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
Governance	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
A₃	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1/5; 1/3; 1)
A₅	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
Prospecting for innovation	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1/7; 1/5; 1/3)
A₂	(1; 1; 3)	(1; 1; 3)	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1/7; 1/5; 1/3)
A₃	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
A₄	(1; 3; 5)	(1; 3; 5)	(1/5; 1/3; 1)	(1; 1; 3)	(1/5; 1/3; 1)
A₅	(1; 3; 5)	(1; 3; 5)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
Innovation Projects	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1/7; 1/5; 1/3)
A₂	(1; 1; 3)	(1; 1; 3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1/7; 1/5; 1/3)
A₃	(3; 5; 7)	(3; 5; 7)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
A₄	(1; 3; 5)	(1; 3; 5)	(1/5; 1/3; 1)	(1; 1; 3)	(1/5; 1/3; 1)
A₅	(3; 5; 7)	(3; 5; 7)	(1; 1; 3)	(1; 3; 5)	(1; 1; 3)
Innovation Technology	A ₁	A ₂	A ₃	A ₄	A ₅
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(1; 3; 5)	(1; 3; 5)
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
A₄	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)
A₅	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 1; 3)	(1; 1; 3)

	Cr₁	Cr₂	Cr₃	Cr₄	Cr₅	Cr₆
A₁	0,2727	0,2727	0,2276	0,1642	0,1199	0,2727
A₂	0,2727	0,2727	0,2276	0,1642	0,1199	0,2727
A₃	0,0823	0,0823	0,1753	0,1950	0,2231	0,0823
A₄	0,1862	0,1862	0,1419	0,2241	0,2264	0,1862
A₅	0,1862	0,1862	0,2276	0,2525	0,3107	0,1862

	A₁	A₂	A₃	A₄	A₅	PMLs
A₁	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(5; 7; 9)	0,2429
A₂	(1; 1; 3)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	(5; 7; 9)	0,2429
A₃	(1/5; 1/3; 1)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	(3; 5; 7)	0,2143
A₄	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	(1; 3; 5)	0,1946
A₅	(1/9; 1/7; 1/5)	(1/7; 1/5; 1/3)	(1/7; 1/5; 1/3)	(1/5; 1/3; 1)	(1; 1; 3)	0,1052

{(M_{g 1}^{j})}_{n \times n} = [\begin{matrix} M_{g 1}^{1} & M_{g 1}^{2} & \dots & M_{g 1}^{m} \\ M_{g 2}^{1} & M_{g 2}^{2} & \dots & M_{g 2}^{m} \\ ⋮ & ⋮ & ⋮ & ⋮ \\ M_{g n}^{1} & M_{g n}^{2} & \dots & M_{g n}^{m} \end{matrix}]

{[\sum_{i = 1}^{m} \sum_{j = 1}^{n} M_{i j}]}^{- 1} = (\frac{1}{\sum_{i = 1}^{m} \sum_{j = 1}^{n} u_{i j}}, \frac{1}{\sum_{i = 1}^{m} \sum_{j = 1}^{n} m_{i j}}, \frac{1}{\sum_{i = 1}^{m} \sum_{j = 1}^{n} l_{i j}})

V (M_{2} \geq M_{1}) = h g t (M_{1} \cap M_{2}) = μ_{M_{2}} (d) = {\begin{matrix} 1, s e m_{2} \geq m_{1} \\ 0, s e l_{1} \geq l_{2} \\ \frac{l_{1} - u_{2}}{(m_{2} - u_{2}) - (m_{1} - l_{1})}, c c \end{matrix}

[1] AUTHORS

1. Roger da Silva Wegner Institution: Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brazil Doctoral student of Administration from Federal University of Santa Maria. Master’s degree in production engineering from Federal University of Santa Maria. Graduated of Administration from Federal University of Santa Maria. E-mail: rswegnerr@gmail.com ORCID: https://orcid.org/0000-0002-2034-8034

Brasil

Brasil

UMA ANÁLISE SOBRE A INFLUÊNCIA DA LIDERANÇA ORGANIZACIONAL NA GESTÃO DA INOVAÇÃO UTILIZANDO O MÉTODO FUZZY-AHP

RESUMO

Objetivo

Design/metodologia/abordagem

Achados

Originalidade/valor