TRIPLE HELIX noms.pmd

Both companies operate within the open innovation model, either partially, as in Cristalia, or so deep that it even defines thebusiness model of the company, such as in Recepta case, what meets the tendency observe in the literature.There was identified types of hybrid innovations in the studied cases: both in product as in process and in business model. InCristalia case, the innovation in business model focuses on the practice of open innovation. In Recepta, the very businessmodel can be considered innovative in its design. In addition to the types and sources of hybrid innovation, we highlight thecombination of models that can streamline and make the trajectory of innovation more consistent and coherent.One issue that arose during the study is related to the marketing process, once there is na evidence of a paradigm shift withrespect to the degree of development most needed by the pharmaceutical industry: formerly there was demand just for productsin advanced stage of development, and we can observed by the studied cases a change in the strategy by firms.References- ABIQUIF. Mercado – Estatísticas. http://www.abiquif.org.br/mercado_estatisticas.html (15/12/2009)- CHESBROUGH, H CROWTHER, AK. Beyond high tech: early adopters of open innovation. R&D Management, Vol 36, Nro.3., pp. 229-236, June/2006.- Open innovation: the new imperative for creating and profiting from technology. Boston: Harvard Business School Press,2003.- DRUCKER, P. Inovação e o espírito empreendedor. São Paulo: Pioneira Thomson, 2003.- ENKEL, E.; GASSMANN, O.; CHESBROUGH, H. Open R&D and open innovation. R&D Management, 39, 4, 2009.- FORTUNE GLOBAL 500 (2010). http://money.cnn.com/magazines/fortune /global500/2009 /industries /21/index.html (07/01/2010)- BIRKINSHAW, J.; HAMEL, G. Management Inovation. Academy of Management Review, 2008, Vol. 33, No 4, 825 - 845- IMS Health. News Releases. http://ir.imshealth.com/phoenix.zhtml?c= 67124&p=irolnewsArticle_print&ID=1339869&highlight=( 07/01/2010)- KEUPP, M.M.; GASSMANN, O. Determinants and archetype users of open innovation. R&D Management 39, 4, 2009.- OECD. Manual de Oslo. http://www.mct.gov.br/upd_blob/0026/26032.pdf (25/06/09)- PORTER, M. (1991) Estratégia Competitiva – Técnicas para Análise de Indústrias e da Concorrência. Rio de Janeiro:Campus.- PRAHALAD, C.K., HAMEL, G. (1990) The core competence of the corporation. In: Harvard Business Review, v.68, n.3.- RADAELLI, V. A inovação na indústria farmacêutica. Instituto de Geociências - UNICAMP. Campinas/SP, 2006.- ROHRBECK, R.; HÖLZLE, K.; GEMÜNDEN, H. G. Opening up for competitive advantage – How Deutsche Telekom createsan open innovation ecosystem. R&D Management 39, 4, 2009.- SCHUMPETER, J. A teoria do desenvolvimento econômico. 3ª.Ed. São Paulo: Abril, 1982.- SINDUSFARMA. Indicadores Econômicos. http://www.sindusfarmacomunica.org. br/indicadores-economicos/ (15/12/2009)- TIDD, J. et al. Gestão da Inovação. Porto Alegre: Bookman, 2008.Madrid, October 20, 21 & 22 - 2010101