Modelo de práticas de gestão de laboratórios de inovação no setor público

Abstract

In recent years, with an increasingly complex set of challenges, governments are making efforts to implement innovation laboratories (i-labs). These structures have been created as a mechanism to improve problem-solving capabilities, build new service platforms, develop innovative methods and techniques, and adopt new approaches to design public policies and services. I-labs have in their portfolio user-centered collaborative approaches to engage different actors and stakeholders in their ecosystem and co-creation processes. In addition, they have more flexible and independent organizational structures and multidisciplinary teams. However, there are gaps in managing i-labs in the literature. This research analyzed the stateof-the-art about i-labs and proposed a Public Sector Innovation Laboratory Management Practices Model. To achieve this, the most cited papers in the last fifteen years were identified according to the research criteria defined in the bibliometrics process conducted, in addition to the institutional documents of innovation laboratories most cited by these. Thus, the document portfolio was constituted and apply the qualitative content analysis method, by deductive category assignment. As result, 630 specific practices were mapped and categorized, organized into 47 generic practices in 7 dimensions - Governance and Innovation Strategy; Transformative Leadership; Innovation Teams Management; Innovation Process Management; Technology Management for Innovation; Innovation Projects Management; and Innovation Indicators Management. Among the main contributions, two new dimensions of practices were identified in addition to those indicated by theory, the Innovation Process Management, with 239 practices and Innovation Indicators Management, given the importance of evaluating the impact of innovation in the different dimensions in the model, especially after the innovation implementation; the low incidence of practices related was the definition of challenging goals, the barriers organizational treatment that affect the employees behavior and their leaders and low use of technologies to promote public policies. The model was organized into dimensions to provide directions for the conception, structuring and execution of innovation activities, to contribute to the achievement of goals aligned with organizational strategies and to improve public institutions capabilities to face the 21st-century challenges.