Determinant factors of innovation management in the manufacturing industry of Pichincha, Ecuador
| Páginas | 50-69 |
| Fecha | 24 Abril 2022 |
| Fecha de publicación | 24 Abril 2022 |
| Autor | Juan Marcelo Ibujés-Villacís,Antonio Franco-Crespo |
| Materia | Ciencias sociales |
J. Technol. Manag. Innov. 2020. Volume 17, Issue 1
ISSN: 0718-2724. (http://jotmi.org)
Journal of Technology Management & Innovation © Universidad Alberto Hurtado, Facultad de Economía y Negocios. 50
Determinant factors of innovation management in the
manufacturing industry of Pichincha, Ecuador
Juan Ibujés-Villacís1*, Antonio Franco-Crespo1
Abstract
A permanent challenge for business organizations is to transform, adapt to the environment and innovate, so knowing the factors that inuence
the ability to innovate is relevant information. In this sense, the objective of this article is to determine and conceptualize the decisive factors that
interact in a systemic way in the management of innovation in the manufacturing industry. e research has a qualitative approach, with a des-
criptive and transversal scope. In the rst place, a review of the literature was carried out that allowed delimiting the management of innovation
in the company in three main categories. Second, the categories were characterized, and subcategories and properties were identied, taking the
manufacturing companies of Pichincha, Ecuador as the subject of study. is characterization was carried out through a qualitative study that
takes the Grounded eory as a reference, using research techniques: questionnaires, interviews, and documentary research. e results reveal
that the relevant factors for the management of innovation in the company can be grouped into three main categories: knowledge management
(KM), innovation capabilities (IC) and nancial performance (FP). e subcategories that explain KM are policies and strategies, organizational
structure, technology, people, incentive systems, organizational culture, and communication. e subcategories that explain IC are research and
development capacity, management capacity, resource availability, human talent management, sta skills and technological capacity. e subcate-
gories that explain the FP are sales and costs. is research contributes to the eld of innovation management with new information and theory for
action and emphasizes the systemic vision of innovation management and the key factors for the development of innovations in the Ecuadorian
industrial sector, with the purpose of strengthening the theoretical and empirical advances of innovation management in the company.
Keywords: nancial performance; innovation capabilities; knowledge management; manufacturing industry
(1) Facultad de Ciencias Administrativas, Escuela Politécnica Nacional, Quito, Ecuador
*Corresponding author: juan.ibujes@epn.edu.ec
Submitted: September 14th, 2021 / Approved: January 17th, 2022
Introduction
From the 1970s to the present day, a new logic of accumulation has
emerged in the capitalist mode of production; this logic has to do
with changes in value creation (Bettiol et al., 2020; Concilio et al.,
2019). In the eld of business management, these variations have ran-
ged from a mass reproduction of low dierentiation goods to a regime
progressively inclined towards product innovation, in which a new
role emerges for knowledge and innovation in the processes of the
addition of value (Baumgarten & Ivanochko, 2021; Kodama, 2018;
Syed et al., 2018).
With globalization and digitization, public institutions and non-go-
vernmental organizations have realized that maintaining competitive
advantage or achieving objectives requires taking advantage of all the
creative potential and knowledge of all members of the organization
(Rip, 2018; Saulais & Ermine, 2019). is new reality has caused the
management of the business ecosystem to be increasingly systemic,
since it has been transformed from an environment dominated fun-
damentally by resource management, to another in which the mana-
gement of capabilities related to the creation, capture, exchange and
use of knowledge, and which, in turn, interact internally and with
the organizational environment (García, 2019; Hacker, 2017; Helms
et al., 2017). In this new ecosystem, one of the issues of business orga-
nizations is the lack of knowledge of the most important factors that
must be present to innovate. ese concerns are related to the lack of
knowledge regarding the variables of the organizational dimensions,
which are essential when making innovations, variables that depend
on the economic sector and the size of the analyzed company (Melen-
dez et al., 2019).
In this new ecosystem, one of the issues of business organizations is
the lack of knowledge of the most important factors that must be pre-
sent to innovate. ese concerns are related to the lack of knowledge
regarding the variables of the organizational dimensions, which are
essential when making innovations, variables that depend on the eco-
nomic sector and the size of the analyzed company (Melendez et al.,
2019).
erefore, this research aims to determine and conceptualize the
essential factors that interact systemically in the management of in-
novation in the manufacturing industry. For purposes of better un-
derstanding, these factors have been grouped around three main ca-
tegories: knowledge management (KM), innovation capabilities (IC)
and nancial performance (FP). To achieve this goal, in a rst phase
of the investigation, a review of the literature is carried out; then, in a
second phase, a qualitative study on manufacturing companies is ful-
lled to contrast theoretical advances and formulate those new speci-
c factors and properties that are part of the innovation management
of this type of industry.
J. Technol. Manag. Innov. 2020. Volume 17, Issue 1
ISSN: 0718-2724. (http://jotmi.org)
Journal of Technology Management & Innovation © Universidad Alberto Hurtado, Facultad de Economía y Negocios. 51
In Ecuador, the indicators show that the problem of lack of innovation
persists in the business ecosystem (Cornell University et al., 2020);
For this reason, innovation is a corporate phenomenon that requires
intense study. ere are few studies on the management of innovation
in the Ecuadorian industry (Quintero Sepúlveda et al., 2021). is ar-
ticle contributes with a new theory for action based on the empirical
study carried out on manufacturing companies, which represent 26%
of innovative companies in the country (SENESCYT-INEC, 2015).
is article has a rst phase, in which a review of the literature and a
deductive categorization are carried out on three constructs: KM, IC
and FP, and their relevant factors. In a second phase, a qualitative stu-
dy is fullled on the manufacturing companies of Pichincha, in which
data is collected, coded, and interpreted inductively on the business
practices related to these constructs or categories. In a third part, the
theoretical advances are compared with the results of the qualitative
study, the results are discussed, and the conclusions are drawn.
eoretical elements
e systemic organization
e closest conceptualization to reality, to describe what today's or-
ganizations face —complexity, constant change and uncertainty— is
the organization as a system (Kast y Rosenzweig, 1972). Bertalany
(1968) proposed the system as a complex of reciprocally interacting
elements, where "dynamic interaction" is the basic problem of all
elds of science. is proposal has been the starting point to address
the systemic organization and at the same time has allowed a more
holistic view of organizations in the eld of social sciences.
From the theory of complexity, the management of organizations
as a complex system is understood as a regulation mechanism that
allows the development of plans that guide action in pursuit of spe-
cic objectives within a certain period, and that these in turn can be
permanently monitored (Hernández et al., 2007). According to these
authors, the management of an organization cannot be treated as the
execution of plans and activities to separately achieve the solution
of an individual problem; but the management of a complex system
such as the organization implies the management of a set of problems
in which the dierent interactions of internal and external elements
inuence at the same time as cause and eect, indistinctly.
Regarding innovation management, the set of factors that contribute
to the development of technological innovation processes in organi-
zations must be understood as variables of the dierent dimensions of
the organization, which interact in a broader system, which becomes
more complex as measure that places the organization within a social,
economic and political environment (Ortiz y Zapata, 2006). Conse-
quently, many of these variables will be cause and eect at the same
time, without the possibility of accurately determining their role.
e organizational dimensions
When referring to the internal components of organizations, Matos
Martins (2011) mentions that the organizational space is multidi-
mensional, made up of ve dimensions: material or physical, human
or people, technological or processes, politics or power, and the sym-
bolic or cultural. ese dimensions focus the management of orga-
nizations from a dierent slant, which allows organizational analysis
from the complexity and synergistic capacity.
If we consider business organizations as multidimensional systems
focused on innovation, with a constant relationship with their com-
plex and changing environment (Kodama, 2018; Singh et al., 2020),
then it is required that each of the variables of those organizational
dimensions adapt to both internal changes and those of their environ-
ment (Camarena-Martínez, 2016).
It is appropriate to mention that innovation processes are not only
the product of the internal management of organizations, but also of
management that considers the environment, that takes into account
those factors that are related to legal, economic, environmental, social
and economic policies (Espindola & Wright, 2021). e interactions
of all these combined factors can set up an environment of advantages
or barriers in the innovation processes of organizations (Farhana &
Swietlicki, 2020). Figure 1 outlines this consideration, it shows that
innovation management is the result of the systemic and synergistic
interaction of the qualitative and quantitative variables of each of the
dimensions of the organizational space.
Figure 1. Diagram of innovation management in companies.
Physical
Political
Cultural
TecnologicalHuman
FP
IC
KM
Innovation
management
Source: adapted from (Matos Martins, 2011).
is scheme is based on organizing the variables of the dimensions of
the organizational space into main categories, or constructs, to faci-
litate the understanding of how organizations create or modify their
products and processes, since, as the complexity of the organization
intensies, management of organizations, it is required to understand
the behavior and interaction of the variables of the organizational
space in superior structures of analysis as constructs. e main cate-
gories that are part of the proposed scheme are knowledge manage-
ment (KM), innovation capabilities (IC) and nancial performance
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