As contribuições das consultorias em gestão (CGs) para inovação aberta (IA) em micro e pequenas empresas (MPEs)

Silvio Bitencourt Silva
2020 Brazilian Journal of Development  
In this study with a theoretical essay content we discuss the contributions of Management Consultants (MCs) to Open Innovation (OI) in Small and medium Enterprises (SMEs). The body of literature used in this study suggests that MCss are a source of external knowledge for SMEs that adopt outside-in OI strategies, and coproducers of problems and solutions with SMEs that adopt the coupled OI strategies. Objectively, the knowledge of the CGs contributed in the SMEs is translated through methods and
more » ... through methods and tools, cases and the experience of individual consultants, in addition to how the consultants can use (or not) this knowledge according to each specific situation creating a type of knowledge which relates to topics such as identity and power and which is useful in conducting concrete behaviors associated with incremental and standardized approaches. These findings, associated with the theoretical review conducted in this essay, provide new insights into the contributions of MCs to OI in SMEs. They indicate the potential existing in the exploration of the conceptual and analytical apparatus around this relationship in different perspectives, namely: the direction by the areas of activity, the specific types of knowledge related to MC, the role of MCs, the types of agents involved, the different levels of analysis, such as industry, company and projects, and different contexts, conditioned on the consultant's experience, the intensity of collaboration and the common vision. Such perspectives, plus the size of the company and the adoption of OI strategies, allow us to point out three theoretical propositions that form the "guide" for future empirical investigations and practical reflections on the contributions of CGs to AI in SMEs around their conditions, the type of knowledge involved and the relationship with AI strategies in SMEs.
doi:10.34117/bjdv6n1-315 fatcat:nrwcxjfh6ff37mkdjieksef64q