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Gestão da Inovação · Dimensões da Criatividade, do Comportamento e Cultura Organizacional para Inovação

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Título

ARTIFICIAL INTELLIGENCE AS A CATALYST FOR INNOVATION: THE ROLE OF ORGANIZATIONAL CULTURE AND LEARNING IN TECHNOLOGY-BASED FIRMS

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Palavras-chave

Innovation Culture Artificial Intelligence Organizational Learning
Agradecimento: This study was funded by the Foundation for the Support of Research and Innovation in the State of Santa Catarina (FAPESC), under Public Call No. 21/2024 – Universal Research Program [Grant No. 2024TR002636]. This work was also supported by the National Council for Scientific and Technological Development (CNPq, Brazil), through Public Call CNPq/MCTI/FNDCT No. 22/2024 [Process No. 444786/2024-4], and Public Call CNPq/MCTI No. 10/2023 – Universal 2023, Track B – Consolidated Research Groups [Process No. 409954/2023-3].

Autores

  • DILSON DIAS
    UNIVERSIDADE REGIONAL DE BLUMENAU (FURB)
  • Giancarlo Gomes
    UNIVERSIDADE REGIONAL DE BLUMENAU (FURB)
  • MARINES TAFFAREL
    UNIVERSIDADE ESTADUAL DO CENTRO OESTE (UNICENTRO)

Resumo

Introdução

In fast-changing technological environments, knowledge-intensive business services (t-KIBS) play a central role in innovation. However, little is known about how innovation culture (IC), artificial intelligence (AI), and organizational learning capability (OLC) interact, particularly in emerging economies. This study investigates how these elements influence product and service innovation (PSI) in Brazilian t-KIBS.

Problema de Pesquisa e Objetivo

How do IC, AI, and OLC interact and influence PSI in t-KIBS? The study aims to empirically examine these relationships using the Resource-Based View (RBV) as the theoretical foundation.

Fundamentação Teórica

Grounded in the RBV, the study explores how intangible (IC, OLC) and technological (AI) resources jointly contribute to innovation. When aligned, these resources form complex capabilities that are valuable, rare, inimitable, and non-substitutable, which can drive sustainable competitive advantage.

Metodologia

Quantitative research was conducted through a survey with 323 executives from t-KIBS affiliated with the ACATE network. Data were analyzed using variance-based structural equation modeling (PLS-SEM) in SmartPLS 4, with measurement scales adapted from validated sources in the literature.

Análise dos Resultados

Five out of six hypotheses were supported. IC positively influenced AI and OLC. AI and OLC both showed positive effects on PSI. Two significant mediations were identified: IC → AI → PSI and IC → OLC → PSI, highlighting the role of AI and OLC as mediators of innovation outcomes.

Conclusão

Innovation in t-KIBS results from the interaction between culture, learning, and technology. While IC alone did not directly impact PSI, it created favorable conditions for AI and OLC to foster innovation. Strategic alignment between these resources is key to achieving sustained innovation.

Contribuição / Impacto

The study offers theoretical contributions by integrating IC, AI, and OLC under the RBV in the t-KIBS context. It provides practical insights for managers on aligning cultural, cognitive, and technological dimensions to drive innovation and long-term competitiveness.

Referências Bibliográficas

Barney, J. B. (1986). Organizational culture: Can it be a source of sustained competitive advantage? Academy of Management Review, 11(3), 656–665.
Costa, D. de L. C., Gomes, G., Borini, F., & Alegre, J. (2023). Innovative technology services: The human side of knowledge. Management Decision, 61(10), 2973-2993.
Mikalef, P., & Gupta, M. (2021). Artificial intelligence capability: Conceptualization, measurement calibration, and empirical study on its impact on organizational creativity and firm performance. Information & Management, 58(3), 103434.

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