Multi-case study of innovative activities

Abstract

Studies on competitiveness argue that companies need strategies based on innovation and internal capabilities that undergo constant and intense transformations, not only regarding technological standards, but in the development of a management process of innovative activities as dynamic, non-linear, and diverse processes due to multiple factors in the internal and external environment. To contribute to these discussions, this paper presents a multi-case study carried out in four large and medium industries representing different sectors, technological densities, and innovation histories. As the main results, we point out the development of innovative activities as part of an organizational strategy focused on obtaining results through innovation and that everyone contributed to the achievement of the organizational strategy focused on innovation - not only those allocated to R&D.