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Registro Completo |
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Biblioteca(s): |
Embrapa Agricultura Digital. |
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Data corrente: |
14/12/2020 |
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Data da última atualização: |
14/12/2020 |
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Tipo da produção científica: |
Artigo em Periódico Indexado |
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Autoria: |
OLIVEIRA, F. S. de; BONACELLI, M. B. M. |
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Afiliação: |
FERNANDA STRINGASSI DE OLIVEIRA, CNPTIA, Unicamp; MARIA BEATRIZ MACHADO BONACELLI, IG/Unicamp. |
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Título: |
Low efficiency in the use of research and development resources in Brazilian public research organizations: causal chains analysis. |
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Ano de publicação: |
2019 |
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Fonte/Imprenta: |
REAd: Revista Eletrônica de Administração, n. 25, n. 3, p. 62-95, set./dez. 2019. |
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DOI: |
http://dx.doi.org/10.1590/1413-2311.257.94205 |
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Idioma: |
Inglês |
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Conteúdo: |
ABSTRACT. Open Innovation paradigm brought additional challenges to the already complex Brazilian ST&I scenario of scarce resources and ineffective public policies. The Public Research Organizations (PROs) face obstacles regarding the limitation imposed by their public nature, complex laws and regulations, inadequate technological and organizational structure, and lack of strategy and priority. Besides that, to improve their results and catch up the competitiveness, Research & Development (R&D) projects must be transdisciplinary and collaborative, which usually require a high volume of budget, large teams, and organizational structure for Research Management and Administration (RMA). The low efficiency in the use of physical, financial and human resources are hampering PROs to overcome the financial crisis and backwardness of the national ST&I results. This study aimed to make a deep analysis of this macro problem in the R&D Manager perspective as a social actor, based in the Situational Strategic Planning method. The results evidenced the vastness of the problem and supported the comprehension of the social game in place and the work fronts where the actor could tackle the problem. The main conclusion is that PROs must take into account the capacity building in RMA to leverage results and influence positively the ST&I policy arena. |
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Palavras-Chave: |
Administração da pesquisa; Gestão de projetos de pesquisa; Instituição de pesquisa pública; Planejamento estratégico situacional; Public policies; Public research institutions; Research projects management; Situational strategy planning. |
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Thesagro: |
Políticas Públicas. |
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Thesaurus Nal: |
Public policy; Research and development. |
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Categoria do assunto: |
-- |
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URL: |
https://ainfo.cnptia.embrapa.br/digital/bitstream/item/219135/1/AP-Low-efficiency-2019.pdf
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Marc: |
LEADER 02397naa a2200277 a 4500
001 2128051
005 2020-12-14
008 2019 bl uuuu u00u1 u #d
024 7 $ahttp://dx.doi.org/10.1590/1413-2311.257.94205$2DOI
100 1 $aOLIVEIRA, F. S. de
245 $aLow efficiency in the use of research and development resources in Brazilian public research organizations$bcausal chains analysis.$h[electronic resource]
260 $c2019
520 $aABSTRACT. Open Innovation paradigm brought additional challenges to the already complex Brazilian ST&I scenario of scarce resources and ineffective public policies. The Public Research Organizations (PROs) face obstacles regarding the limitation imposed by their public nature, complex laws and regulations, inadequate technological and organizational structure, and lack of strategy and priority. Besides that, to improve their results and catch up the competitiveness, Research & Development (R&D) projects must be transdisciplinary and collaborative, which usually require a high volume of budget, large teams, and organizational structure for Research Management and Administration (RMA). The low efficiency in the use of physical, financial and human resources are hampering PROs to overcome the financial crisis and backwardness of the national ST&I results. This study aimed to make a deep analysis of this macro problem in the R&D Manager perspective as a social actor, based in the Situational Strategic Planning method. The results evidenced the vastness of the problem and supported the comprehension of the social game in place and the work fronts where the actor could tackle the problem. The main conclusion is that PROs must take into account the capacity building in RMA to leverage results and influence positively the ST&I policy arena.
650 $aPublic policy
650 $aResearch and development
650 $aPolíticas Públicas
653 $aAdministração da pesquisa
653 $aGestão de projetos de pesquisa
653 $aInstituição de pesquisa pública
653 $aPlanejamento estratégico situacional
653 $aPublic policies
653 $aPublic research institutions
653 $aResearch projects management
653 $aSituational strategy planning
700 1 $aBONACELLI, M. B. M.
773 $tREAd: Revista Eletrônica de Administração$gn. 25, n. 3, p. 62-95, set./dez. 2019.
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Embrapa Agricultura Digital (CNPTIA) |
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