Good People Management Practices: Competencies creation for the innovation process

The adapt ability through innovation has been one of the factors for companies to reposition themselves in the market. They are turning their eyes to people management, with the intention that the relationship between employees and company is exchange, in addition to established processes of innovation. Thus, if the employees provide the delivery of competence, the other is promoted to satisfaction by delivery. Therefore, the article aims to identify the contributions of People Management in the Innovation Process. For this, a systematic search was made in the Web of Science (WoS) database. In the end, it was pointed out that studies that deal with the relationship between innovation and people management are still recent and scarce, but the strategic people management importance is recognized to maintain the human potential balance, of organizational knowledge

Difficulties in maintaining productivity and engaging teams in home office

Technological advances have allowed for new work concepts, modifying the way communication takes place, through tools, platforms and devices, enabling models such as home office. The difficulties of maintaining productivity and engaging teams in a home office regime is a relevant reality for many organizations today. In this scenario, this research aims to identify the challenges of maintaining productivity and engaging teams in a home office regime. To achieve the proposed objective, an exploratory, descriptive, and quantitative research was carried out, with 37 process managers. With this research, it was concluded that the evolution of home office management is intense, but aspects such as managing the journey, adapting the environment, training the team through the online mode, methods of maintaining commitment, generating networking alternatives and exchange of experiences, can be improved by organizations over time

Fatores que facilitam o comportamento intraempreendedor em organizações inovadoras

Dissertação (mestrado) - Universidade Federal de Santa Catarina, Centro Tecnológico, Programa de Pós-Graduação em Engenharia e Gestão do Conhecimento, Florianópolis, 2019.A importância de uma cultura que promova a inovação no ambiente organizacional, com o objetivo de alcançar uma vantagem competitiva frente ao mercado, é um tema que está sendo abordado por diversos estudos na atualidade. As organizações estão inseridas em sistemas cada vez mais dinâmicos, com constantes mudanças que precisam ser absorvidas sem impactos severos nas estratégias organizacional, assim promover o comportamento empreendedor das pessoas que trabalham na organização, permite o atendimento das metas, a melhora de resultados, bem como promove a inovação. Os conceitos e características do intraempreendedorismo e da inovação, são tratados na literatura de maneira transversal, interagindo entre eles, logo a principal contribuição de um intraempreendedor para uma organização é a inovação. O intraempreendedorismo consegue surgir naturalmente em uma organização, apenas quando ele está intrínseco na cultura organizacional, formando a tríade: cultura, inovação e intraempreendedorismo. Com o objetivo de compreender os fatores facilitadores do intraempreendedorismo em organizações inovadoras, foi realizada uma pesquisa qualitativa com organizações identificadas como inovadoras. Os dados foram coletados por meio do instrumento CEAI (Corporate Entrepreneurship Assessment Instrument) que efetua um diagnóstico do ambiente organizacional para o intraempreendedorismo, elaborado por Hornsby, Kuratko e Montagno (1999), validado por diversos outros estudos, sendo seu último realizado por Kuratko, Hornsby e Covin (2014). Para identificar os fatores organizacionais que facilitam o intraempreendedorismo, os colaboradores das organizações participantes responderam ao questionário adaptado ao contexto brasileiro e língua portuguesa, o qual passou por um pré-teste com doutorandos, doutores e pós-doutores da área. Como resultado, evidenciou-se que organizações identificadas como inovadoras possuem o suporte adequado da alta gestão para que o intraempreendedorismo seja desenvolvido, permitindo que os colaboradores possuem autonomia no trabalho, além de proporcionar um reconhecimento perante ideias apresentadas à organização. Ficou evidente que se torna necessário a disponibilidade de tempo para que as inovações sejam planejadas, e que os limites organizacionais precisam ser superados, permitindo a cada colaborador uma visão sistêmica da organização. Esta pesquisa contribui para o avanço de estudos na área, pois apresenta uma aplicação prática do referido instrumento em organizações identificadas inovadoras com base na literatura, colaborando com a ampliação do conhecimento do intraempreendedorismo no âmbito acadêmico e no meio corporativo.Abstract: The importance of a culture that promotes innovation in the organizational environment, aiming to achieve a competitive advantage in the market, is a subject that is being addressed by several studies today. Organizations are inserted in increasingly dynamic systems, with constant changes that need to be absorbed without severe impacts on organizational strategies, thus promoting the entrepreneurial behavior of the people who work in the organization, allows the achievement of goals, the improvement of results, as well as promotes innovation. The concepts and characteristics of intrapreneurship and innovation are treated in the literature in a crosssectional way, interacting between them, so the main contribution of an intrapreneur to an organization is innovation. Intrapreneurship can naturally arise in an organization only when it is intrinsic to organizational culture, forming the triad: culture, innovation, and intrapreneurship. In order to understand the facilitating factors of intrapreneurship in innovative organizations, a qualitative research was conducted with organizations identified as innovative. Data were collected through the Corporate Entrepreneurship Assessment Instrument (CEAI), which diagnoses the organizational environment for intrapreneurship, prepared by Hornsby, Kuratko and Montagno (1999), validated by several other studies, the last one by Kuratko, Hornsby and Covin (2014). To identify the organizational factors that facilitate intrapreneurship, the collaborators of the participating organizations answered the questionnaire adapted to the Brazilian and Portuguese contexts, which underwent a pre-test with PhD students, PhDs and postdoctors in the area.. As a result, it was evidenced that organizations identified as innovative have adequate support from top management to develop intrapreneurship, allowing employees to have autonomy at work, as well as providing recognition to ideas presented to the organization. It became evident that time is needed for innovations to be planned, and that organizational boundaries need to be overcome, allowing each employee a systemic view of the organization. This research contributes to the advancement of studies in the area, as it presents a practical application of this instrument in innovative identified organizations based on the literature, helping to broaden the knowledge of intrapreneurship in the academic and corporate environments