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This chapter unpacks how universities’ dynamic capabilities are mobilized to take on the role of fostering and orchestrating regional innovation ecosystems. Increasingly, universities are applying strategic and entrepreneurial management practices to be able to expand themselves into governance structures to deal with dynamic and changing environments. Different phases of an innovation ecosystem (initial stage, development, and renewal) require different key dynamic capabilities. We found that there is a fourth phase, the boost stage, in which an existing but declining innovation ecosystem requires an agent to be the propellant and revitalizer for its development cycle to be resumed and expanded. We address this issue with a unique Brazilian case study, an Alliance founded by three universities to develop the region into an environment conducive to innovation and entrepreneurship. This case study shows the role of universities as an orchestrator agent when there is a need to boost an ecosystem that is experiencing difficulties, by organizing, motivating, and supporting a network of stakeholders to drive the regional ecosystem. The research found that universities in declining ecosystems need to combine three dynamic capabilities at the same intensities in several actions to lead the local initiative.

International audience

International audience

Submitted by Maicon Juliano Schmidt (maicons) on 2020-07-13T19:11:18Z No. of bitstreams: 1 Luciana Maines da Silva_.pdf: 14688374 bytes, checksum: 5356a7e22439a4d089efb7ae8f092ab1 (MD5) Made available in DSpace on 2020-07-13T19:11:18Z (GMT). No. of bitstreams: 1 Luciana Maines da Silva_.pdf: 14688374 bytes, checksum: 5356a7e22439a4d089efb7ae8f092ab1 (MD5) Previous issue date: 2020-03-24 CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior O desenvolvimento tradicional da inovação gera impactos muitas vezes desconhecidos. A busca pela inovação responsável estabelece o gerenciamento dos interesses de stakeholders (externos) como uma maneira de minimizar a incerteza e manter, ou estabelecer, vantagem competitiva. Além disso, há uma preocupação com aspectos éticos, sociais e ambientais. A inclusão de stakeholders durante o processo de inovação responsável possibilita a integração de novos e significativos conhecimentos. Para que a inclusão seja potencializada, são necessárias capacidades dinâmicas. A presente tese analisou como as capacidades dinâmicas potencializam a inclusão de stakeholders no processo de inovação. Foram analisados dois estudos de caso, de empresas desenvolvedoras de equipamentos para o setor de saúde, reconhecidas mundialmente. O setor foi escolhido pelo potencial em fornecer soluções de alta qualidade, que proporcionem melhores resultados e confiabilidade, melhorando a produtividade e o serviço prestado aos pacientes. A análise dos casos apontou para processos e rotinas específicos para a inclusão de stakeholders. que constituem microfundamentos de capacidades dinâmicas. Os processos e rotinas específicos são: cocriação, criação de memória, parcerias estratégicas, participação ativa em eventos, observação sistemática do uso de produtos, estímulo ao treinamento e capacitação de usuários, e o estabelecimento de múltiplos canais de comunicação. A partir dos microfundamentos, foram identificadas as capacidades dinâmicas, genéricas e específicas, que potencializam a inclusão. A análise comparativa dos casos apontou para quatro proposições: (1) A inclusão de stakeholders ocorre ao longo do processo de inovação responsável, favorecida pelo modelo Stage-gate; (2) A inclusão de stakeholders no processo de inovação responsável requer particulares processos e rotinas; (3) As capacidades dinâmicas genéricas de sensing, seizing e transforming, e as capacidades dinâmicas específicas Relacional e Integrativa de Conhecimento, a partir de processos e rotinas específicos, potencializam a inclusão de stakeholders, no processo de inovação responsável; e (4) capacidades dinâmicas específicas contribuem para uma maior maturidade de IR. Destacam-se como contribuições teóricas a aproximação da lente teórica das capacidades dinâmicas ao contexto de inovação responsável. Especificamente sobre capacidades dinâmicas, se demonstra a possibilidade de operacionalização, a partir de seus microfundamentos. Também é desenvolvido o conceito de capacidades dinâmicas genéricas – que potencializam diversos processos, e capacidades dinâmicas específicas – que potencializam um determinado processo. O avanço empírico se dá, principalmente, através do detalhamento do processo de inclusão, considerado um dos aspectos de governança da inovação responsável. Outro avanço é demonstrar para novos empreendedores e gestores o caso de empresas globais, do setor de saúde, reconhecidas pela responsabilidade na inovação. Também foi desenvolvido um modelo de governança da inovação responsável, inspirado no modelo Canvas, que contribui para que empresas se auto avaliem e busquem o desenvolvimento responsável de inovações. The traditional development of innovation often generates unknown impacts. The search for responsible innovation establishes the management of (external) stakeholders' interests as a way to minimize uncertainty and maintain or develop a competitive advantage. Also, there is a concern with ethical, social, and environmental aspects. The inclusion of stakeholders during the responsible innovation process enables the integration of new and significant knowledge. For inclusion to be leverage, dynamic capabilities are required. This thesis analyzed how dynamic capabilities leverage the inclusion of stakeholders in the innovation process. Two equipment developer companies from the healthcare sector, recognized worldwide, were analyzed. The sector was chosen by the potential to provide high-quality solutions that offer better results and reliability, improving productivity and service to patients. The analysis of the cases pointed to specific processes and routines for the inclusion of stakeholders, which constitutes the microfoundations of dynamic capabilities. The particular processes and routines are cocreation, memory creation, strategic partnerships, active participation in events, systematic observation of product use, encouraging training and qualification of users, and the establishment of multiple communication channels. From the microfoundations, generic and specific dynamic capabilities were identified, which leverage the inclusion. The comparative analysis of the cases pointed to four propositions: (1) The inclusion of stakeholders occurs throughout the responsible innovation process, favored by the Stage-gate model; (2) the inclusion of stakeholders in the responsible innovation process requires particular processes and routines; (3) the generic dynamic capabilities of sensing, seizing and transforming, and the specific dynamic capabilities, relational and Integrative knowledge, based on particular processes and routines, leverage the inclusion of stakeholders in the process of responsible innovation; and (4) specific dynamic capabilities contribute to greater responsible innovation maturity. Theoretical contributions stand out as the approximation of the theoretical lens of dynamic capabilities to the context of responsible innovation. Specifically, about dynamic capabilities, the possibility of operationalization is demonstrated, from its microfoundations. The concept of generic dynamic capabilities is developed – which leverage various processes, and specific dynamic capabilities – that leverage a given process. Empirical advances are mainly due to detailing the inclusion process, considered to be one of the governance aspects of responsible innovation. Another increase is to demonstrate to entrepreneurs and managers the case of global companies in the healthcare sector, recognized for responsibility in innovation. A responsible innovation governance model was also developed, inspired by the Canvas model, which contributes to companies evaluating and seeking responsible innovation development.