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The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave throughout the life cycle of a collaborative project, although this understanding could enhance the interorganizational knowledge creation process.

The authors conducted 65 semi-structured interviews and utilized secondary data from a joint R&D project. The authors analyzed all data using the Gioia method.

The authors confirm that specific dynamic capabilities are needed to create interorganizational knowledge and discovered 11 knowledge-based dynamic capabilities (KBDCs) for successful innovation results in joint R&D projects. Gioia method allowed to discover that different KBDCs are necessary for the different phases of the project lifecycle. Additionally, the authors identify two microprocesses in which KBDCs are engaged in joint R&D projects, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, and establish several KBDC microfoundations.

We used retrospective interviews. This kind of interviews are impacted by the experiences of the respondents lived after they have participated in the joint R&D project.

Dynamic capabilities for collaborative knowledge creation and their specific microfoundations can help managers delineate their strategic practices and actions to achieve more sustainable, long-lasting results from joint R&D projects.

The authors improve Teece’s model and propose two microprocesses in which dynamic capabilities are engaged, that emerged in the context of a joint R&D project, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, which supplement those already known: sensing, seizing and transforming. The authors tested the Gioia method, which is important for detecting dynamic capabilities; therefore, the authors propose a methodological advance that can contribute to future studies. The authors provide an interorganizational perspective on KBDC and a methodological view of the changes in KBDCs required for joint R&D projects.

Social innovation is a recent theme, and the practices related to this area are characterized by punctual actions and projects restricted by time and space that make it difficult to develop strategies that can be sustained in this field. Therefore, one point that deserves to be highlighted in studies on social innovation is a matter of scalability. This paper aims to deal with a bibliometry whose objective was to map the existing studies about scalability of social innovation carried out in the Capes and EBSCOHost portals.

This paper deals with a bibliometry. The topic researched in this bibliometry is scalability of social innovation. The databases chosen for this research were Portal Periódico Capes and EBSCOHost because they are the leading providers of search databases.

A total of 42 papers were considered, distributed between 2002 and 2017. The analysis criteria for the study were origin (composed by year, author, country of origin, periodical and impact factor), focus of the investigations, justification, method and main techniques of research, contributions and theoretical advances and challenges and paths.

Among the main results found, one of them is that scalability is a topic that began to be researched recently, so that the USA and Brazil lead the research. Most of the studies focused on the scalability process and justified the importance of studies on the subject as a way to explore the potential of expanding the social impacts of a social innovation. Several studies have emphasized the role of networks as being quite positive for the scalability process and have been concerned with identifying factors that contribute to the scalability process. The challenge that most stood out among the papers was the financial sustainability of a social innovation. At the end, a research agenda was proposed.

The purpose of this paper is to identify the existing measure instruments for dynamic capabilities (DCs) in order to understand the tendencies of quantitative studies on DCs as well as to evaluate the reliability and validity of these scales.

To accomplish this objective, the authors conducted a systematic review of literature on DCs.

Main findings indicate that quantitative research works on DCs have focused on the relationship between DCs, innovation, organization performance, knowledge management and absorptive capacity. Findings also show that efforts to measure DCs quantitatively are recent and lack reliable methodology.

One limitation of this research is that the authors conducted the systematic review on two databases. However, the authors conducted the research on the two most used databases in management research.

Findings show that academicians have plenty of room to work on quantitative research works on DCs as well as to develop robust scales to measure this construct in diverse business sectors.

This paper is the first to analyze the existing scales that measure DCs.

This paper aims to discuss the contribution of knowing in practice (KP) to the development of dynamic capabilities (DC) in the context of health-care organizations.

The authors develop a case study in a Brazilian hospital in three stages using the data collection techniques of interviews, focus groups, shadowing and conjoint analysis. The participants were health-care employees, supervisors, project managers and members of the board of directors.

This paper identifies the contribution of KP to develop DC based on strategic practices and their respective microprocesses as key elements to DC microfoundations. In the end, the paper points out a mutual contribution between the theoretical approaches.

This proposal makes sense in organizations where the practices have a strategic nature, such as hospitals and service providers.

This study suggests an alignment between strategic and operational views, stimulating learning across organizational levels.

KP helps to give DC a tangible form by including a human dimension into microfoundations, giving voice to practitioners in the strategic decisions. The integration of KP and DC approaches allows organizations to perceive DC in daily practices making DC present in every organizational level, stimulating a continuous organizational learning process.

We present a critical literature review debating Brazilian research on social and environmental accounting (SEA). The aim of this study is to understand the role of politics in the construction of hegemonies in SEA research in Brazil. In particular, we examine the role of hegemony in relation to the co-option of SEA literature and sustainability in the Brazilian context by the logic of development for economic growth in emerging economies. The methodological approach adopts a post-structural perspective that reflects Laclau and Mouffe’s discourse theory. The study employs a hermeneutical, rhetorical approach to understand and classify 352 Brazilian research articles on SEA. We employ Brown and Fraser’s (2006) categorizations of SEA literature to help in our analysis: the business case, the stakeholder–accountability approach, and the critical case. We argue that the business case is prominent in Brazilian studies. Second-stage analysis suggests that the major themes under discussion include measurement, consulting, and descriptive approach. We argue that these themes illustrate the degree of influence of the hegemonic politics relevant to emerging economics, as these themes predominantly concern economic growth and a capitalist context. This paper discusses trends and practices in the Brazilian literature on SEA and argues that the focus means that SEA avoids critical debates of the role of capitalist logics in an emerging economy concerning sustainability. We urge the Brazilian academy to understand the implications of its reifying agenda and engage, counter-hegemonically, in a social and political agenda beyond the hegemonic support of a particular set of capitalist interests.

This study aims to expose the main knowledge management (KM) practices applied in BRIC (Brazil, Russia, India and China) industries using scientific literature published in the Scopus database from 2001 to 2010.

A search was performed in papers selected from the Scopus database, which houses the KM practices of industries in BRIC countries.

The results show that Brazil, Russia and India have an easier way of converting tacit knowledge into explicit knowledge compared to China, where informal relationships of trust and friendship play a special role within organizations, as well as where the political structure (communism) is an intervening factor. Brazil, Russia and India practice similar KM mechanisms such as the use of technology, process standardization and electronic data management. They also model the positive experiences of western companies. In China, interpersonal relationships shape the tacit and explicit features of organizations.

The methodological filter could potentially limit the volume of responses, as not every case study can demonstrate the usual practices of KM. Empirical studies are able to capture the nuances and even provide a holistic picture of these practices.

The results have practical implication, in particular. They are expected to help managers and workers to better comprehend KM practices in BRIC countries or even suggest new KM practices in the business.

The main discussion of this paper brings together a large range of KM practices applied in BRIC, addressing similarities and differences between KM deployments.

This chapter historicizes the social construction of racism in Brazilian society and its relation to the development of the library and information science (LIS) field. It is a theoretical-reflective research built on the scientific literature of the field of LIS and related areas that aims at reflecting on social justice in Brazilian libraries and creating strategies to confront institutional racism. The authors develop five main points to understand Brazilian racism: the myth of racial democracy, structural and institutionalized racism, the whitening ideology, whiteness, and the epistemicide of black knowledge. The authors then discuss racism and the promotion of white supremacy in library teaching and professional action in libraries. Black US American and Black Brazilian Librarianship movements show that the activism and political action of black librarians advance the development of informational counter-narratives. Finally, the authors recommend three strategies for social, racial, and informational justice in the LIS field: including ethnic-racial studies in basic university courses curricula; building diverse, inclusive collections that account for ethnic-racial themes and authors; and considering “Pretuguese” keywords while indexing, in order to counter exclusion and promote epistemic repair. The authors conclude by advocating for these strategies to steer LIS professional and educational spheres toward contributing to forward an anti-racist society.

The purpose of this study is to empirically investigate how knowledge-based organizational support (KOS) influences organizational performance through project management.

Data were obtained from a survey and from archival sources with a time lag for the dependent variable; structural equation modeling was used to analyze the data. The sample was made up of 106 organizations in Colombia, considering two key respondents from each organization: general manager and project manager.

Results show that KOS is an antecedent of project management and project performance. Furthermore, project management and project performance play a mediating role between KOS and organizational performance.

Research limitations are the following: use of cross-sectional data with a time lag, one single unit of analysis, organizational performance analyzed only from a financial perspective. Despite these limitations, the paper puts forward relevant implications that bridge knowledge management and project management literature by clarifying the conditions under which knowledge organizational support generates a significant impact on organizational performance. Intellectual capital and knowledge management dynamic capabilities play a relevant role in this connection.

The findings have important practical implications: decision-makers are to allocate effectively hard and soft resources to configure a knowledge-based infrastructure, through the development of intellectual capital and knowledge management dynamic capabilities.

The findings are generalizable to projects management in the context of non-government organizations or other social-oriented initiatives.

This study assumes and operationalizes organizational support from a knowledge-based perspective, represented by intellectual capital and knowledge management dynamic capabilities, providing empirical evidence of the way KOS influences organizational performance through project management and project performance.

Although the governance and management of networks are deeply intertwined, there is a lack of empirical studies on how strategic networks (SNs) configure both realities for higher performance. This paper aims to analyze the array of governance and management sets adopted by high-performing SNs.

The authors bridge the research gap by using qualitative comparative analysis on the governance (decision-making process, formalization, specialization, incentives and control) and management (strategy, structure, processes and leadership) dimensions of 73 Brazilian SNs.

The authors found that high-performing SNs adopt one of two governance/management configurations. “Piloted SNs” rely on specialized working teams, have structured decision-making processes and avoid using incentives. Conversely, “atomized SNs” run on incentives and control while eschewing specialization and rigid decision-making procedures. The authors also found that both configurations adopt formal procedures and leverage all four management dimensions.

The study’s results offer pathways for SNs to increase their performance and attract new members, as well as insights into the theory of SN governance.