Inovação e Estratégia Tecnológica no setor de panificação: estudo de caso da Fábrica Pancristal.

Abstract

Competition between organizations induces the performance of a company to get better competitive advantage through innovation, being related to the technology strategy adopted; considered decision making with regard to the technological resources and capabilities. Thus, this study aims to identify the technological strategy (ET) of an industry sector bakery located in Surubim , the state of Pernambuco – through the framework proposed by Rieg (2004 ). This framework consists of eight dimensions, four mechanisms of learning (learning to analyze, learn to generate human resources, seek to learn and learn to search) and four technological capabilities (acquisition capability, innovation capability, capacity and operation adaptation and exploration capacity). Therefore, we performed a qualitative, exploratory, through a case study. The collection of data through your interview based on semi-structured, and non-participant observation , inference and secondary data . The results indicate that the company PanCristal technological endeavors, focus on internal development of new products and processes, both through incremental innovation, as radical innovation. From these inferences, we note that the technology strategy adopted by the company is the aggressive strategy – among the four types of strategies sorted by Sartori (2011), because it is considered innovative, focusing on leadership, ahead of its competitors due their productive capacity and research and development, and constantly work to improve their products and launching new products. Thus, even without the department of research and development, the company 's innovative processes, supported by the company's growth over the years, learned to develop and adapt to the current scenario, for greater competitive advantage.