Innovation Management, Management 3.0, Cultural Transformation, FSHEI


Innovations in organizations have a growing demand every year, which raises the management and encourages the process for their generation in a systematic and engaged manner. In this context, innovation appears as an organizational function in companies, which requires management of practices with ambidexterity. From this perspective, the objective of this article is to discuss the perception of employees of a Foundation for Support to Higher Education Institutions (FSHEI), with regard to initiatives to induce innovation through an institutional program of cultural transformation. We opted for a descriptive qualitative approach, integrated case study strategy. We sought to triangulate and validate data collected from different sources, related to the perception of employees; innovation acceleration agents; results of employees in the gamification of the institutional program; and internal documents on the intranet. It was possible to identify aspects related to the engagement and development of the participants; the difficulty of making work routine compatible with innovation initiatives; variations related to employee involvement and leadership support; perceptions of the importance of the program for personal and professional development; and evidence of cultural transformation towards more innovations. The results bring contributions to broaden the discussion on the innovation function, Management 3.0, the role of leaders, practices of transformation for a culture of innovation and its challenges.


Metrics Loading ...

Author Biographies

Leandro Pinheiro Cintra, Universidade Federal de Minas Gerais

Pós-doutor e doutor em Administração pela UFMG

Renato Costa Braga, Universidade Federal de Minas Gerais


Allan Claudius Queiroz Barbosa, Universidade Federal de Minas Gerais



Amit, R., & Zott, C. (2020). Business model innovation strategy. Transformational concepts and tools for entrepreneurial leaders. New Jersey: John Wiley & Sons.

Appelo, J. (2011). Management 3.0: leading agile developers, developing agile leaders. New York: Addison-Wesley Professional.

Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploraton and process management: The productivity dilemma revisited. Academy of Management Review. 28(2).

Birkinshaw, J., Hamel, G., & Mol, M. J. (2008). Management innovation. Academy of Management Review, 33(4), 825-845.

Birkinshaw, J., & Gibson, C. (2004). Building ambidexterity into your Organization. MIT Sloan Management Review, 45(4), 47-55.

Brown, T. (2008). Design Thinking. Harvard Business Review, 86, 84-92.

Bruno-Faria, M. F., & Fonseca, M. V. A. (2014). Cultura de inovação: conceitos e modelos teóricos. Revista de Administração Contemporânea, 18(4), 372-396.

Chesbrough, H. (2020). To recover faster from Covid-19, open up: Managerial implications from an open innovation perspective, Industrial Marketing Management, 88, 410-413.

Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.

Chesbrough, H., Vanhaverbeke, W., & West, J. (2006). Open innovation: Researching a new paradigm. Oxford University Press on Demand.

Cintra, L. P., Silveira, L. A. G., & Braga, R. C. (2018). Innovation Management Office and Intrapreneurship: alternative constructs related to the management of organizational transformation. Revista Latino-Americana de Inovação e Engenharia de Produção, 6(10), 7-26. Recuperado em 10 janeiro, 2021, de

Creswell, J. W. (2007). Projeto de pesquisa: métodos qualitativo, quantitativo e misto. (2a ed.). Porto Alegre: Artmed: Bookman.

D’amato, V. (2015). Management innovation roadmap – what the new manager 3.0 has to do in order to enable employees to do their best and to be fully engaged. Milano: Egea.

Damanpour, F., & Gopalakrishnan, S. (2001). The dynamics of the adoption of product and process innovations in organizations. Journal of Management Studies, 38(1),45-65.

Filippov, S., & Mooi, H. (2010). Innovation project management: a research agenda. RISUS. Journal on Innovation and Sustainability, 1(1). Recuperado em 5 janeiro, 2021, de

Frishammar, J., Richtnér, A., Brattstrom A., Magnusson, M., & Bjork, J. F. J. (2019). Opportunities and challenges in the new innovation landscape: Implications for innovation auditing and innovation management. European Management Journal, 37(2), 151-164.

Gassmann, O., Enkel, E., & Chesbrough, H. (2010). The future of open innovation. R&D Management, 40(3), 213-221.

Gassmann, O., Frankenberger, K., & Csik, M. (2014). The business model navigator: 55 models that will revolutionise your business. UK: Pearson.

Geerts, A., Blindenbach-Driessen, F., & Gemmel, P. (2010). Achieving balance between exploration and exploitation in service firms: a longitudinal study. Academy of Management Review, 2010(1), 1-8.

Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.

Govindarajan, V., & Trimble, C. O. (2011). Outro lado da inovação. Rio de Janeiro: Elsevier.

Hekkert, M. P., Janssen, M. J., Wesseling, J. H., & Negro, S. O. (2020). Mission-oriented innovation systems. Environmental innovation and Societal Transitions, 34, 76-79.

Koivisto, J., & Hamari, J. (2019). The rise of motivational information systems: A review of gamification research. International Journal of Information Management, 45, 191-210.

Lei nº 8.958, de 20 de dezembro de 1994. (1994). Dispõe sobre as relações entre as instituições federais de ensino superior e de pesquisa científica e tecnológica e as fundações de apoio e dá outras providências. Presidência da República.

Lopes, D. P. T., Vieira, N. S., Barbosa, A. C. Q., & Parente, C. (2015, outubro). Inovação gerencial e inovação social: pensando para além da inovação tecnológica. XVI Congresso Latino-Iberoamericano de Gestão de Tecnologia. Porto Alegre, RS, Brasil: Associação Latino-Iberoamericana de Gestão de Tecnologia. Brasil, 20.

Maclean, M., Harvey, C., Golant, B. D., & Sillince, J. A. A. (2020). The role of innovation narratives in accomplishing organizational ambidexterity. Strategic Organization, 1-49.

March, J. G. (1991). Exploration and explotaition in organizational learning. Organizational Science, 2(1), 71-87.

Martin, R. (2010). Design thinking: achieving insights via the “knowledgefunnel”. Strategy & Leadership, 38(2), 37-41.

Martins, G. S., Vieira, N. S., Lima, M. D., Lopes, D. P. T., & Barbosa, A. C. Q. (2013, outubro). Desenvolvimento de competências e gestão de recursos humanos: estudo comparativo em organizações brasileiras e portuguesas. XV Congresso Latino-Iberoamericano de Gestão de Tecnologia. Associação Latino-Iberoamericana de Gestão de Tecnologia, Porto, Portugal.

Maximini, D. (2018). Agile leadership in practice: Applying Management 3.0. Norderstedt, Germany: Books ondemand.

Micheli, P., Wilner, S. J. S., Bhatti, S. H., Mura, M., & Beverland, M. B. (2019). Doing design thinking: conceptual review, synthesis, and research agenda. Journal of Product Innovation Management, 36(2), 124-148.

Minayo, M. (Org.). (2009). Pesquisa Social. Teoria, método e criatividade. (28a ed.). Petrópolis: Vozes.

Minayo, M. C. S. (2017). Amostragem e saturação em pesquisa qualitativa: consensos e controvérsias. Revista Pesquisa Qualitativa, 5(7), 01-12.

OECD/Eurostat (2018). Oslo Manual 2018: Guidelines for Collecting, Reporting and Using Data on Innovation, 4th edition - The Measurement of Scientific, Technological and Innovation Activities. Paris/Luxembourg: OECD Publishing/Eurostat. Recuperado em 3 de janeiro, 2021, em

O'reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: past, present, and future. The Academy of Management Perspectives, 27(4), 324-338.

Sato, S. (2009). Beyondgood: great innovations through desing. Journal of Business Strategy, 30(2/3), 40-49.

Silva, D. O., Bagno, R. B., & Salerno, M. S. (2014). Modelos para gestão da inovação: Revisão da Literatura. Production, 24(2), 477-490.

Silva, I. M. (2018). Capacidades organizacionais para a inovação frugal. Tese. FEAC USP, São Paulo, SP, Brasil.

Schein, E. H. (2010). Organizational Culture and Leadership. (3nd.). San Francisco: Jossey Bass.

Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2), 172-194.

Tidd, J., & Bessant, J. (2015). Gestão da Inovação (5a ed.). Porto Alegre: Bookman.

Tushman, M. L., & O’Reilly III, C. A. (1996). Ambidextrous organizations: Managing evolutionary and relolutionary change. California management review, 38(4), 1-30.

Van de Ven, A. H. (2017). The innovation journey: you can’t control it, but you can learn to maneuver it. Innovation, 19(1), 39-42.

Visnjic, I., Wiengarten, F., & Neely, A. (2016). Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance. The Journal Product Innovation Management, 33(1), 36–52.

Walker, R. M., Chen, J., & Arvind, D. (2015). Management innovation and firm performance: An integration of research findings. European Management Journal, 33(5), 407-422.

Yan, B., Maladzhi, W. R., & Makinde, O. D. (2012, December). Creating innovation culture through visionary leadership in small medium enterprises. IEEE International Conference on Industrial Engineering and Engineering Management, Hong Kong, China, 5.

Yin, R. K. (2015). Estudo de caso: planejamento e métodos (5a ed.). Porto Alegre: Bookman.

Zott, C., Amit, R., & Massa, L. (2011). The business model: recent developments and future research. Journal of management, 37(4), 1019-1042.



How to Cite

Cintra, L. P., Braga, R. C., & Barbosa, A. C. Q. (2022). INNOVATION MANAGEMENT AND CULTURAL TRANSFORMATION: CASE OF INDUCTIVE INITIATIVES IN BRAZILIAN SUPPORT FOUNDATION . Brazilian Journal of Management and Innovation (Revista Brasileira De Gestão E Inovação), 9(3), 52–76.