Applying the Creativity in Oder to Generate Innovation Projects: the Practical Case Study of a Didactic Strategy
DOI:
https://doi.org/10.24023/FutureJournal/2175-5825/2015.v7i1.187Keywords:
Innovation. Didactic Strategy. Creativity. Entrepreneurship.Abstract
A current challenge in teaching practice is to transform classrooms into laboratories to exchange experiences in courses whose goal is to enhance the professional skills in a practical and meaningful way. The search for improvement demonstrates that, increasingly, professionals become aware that organizations coexist in highly competitive environments, seeking to conquer more markets based on sustainable competitive advantages demanding fast responses of its employees. Considering that the process of creativity can be stimulated through the establishment of a suitable environment, this study aims to discuss the application of a didactic strategy developed for this purpose. Using the single case study methodology, it was used the technique of unstructured observation (informal or single) to carry out the collection and the recording of events that occurred during the strategy application. It discusses elements such as identifying opportunities, creativity, innovation and entrepreneurship, seeking their relationships to understand how it is possible to motivate the generation of proposals for innovative projects in educational environments. As a result, it is presented the perceptions of teachers on the didactic strategy applied, emphasizing that a suitable environment for the development of ideas encourages the student to propose solutions for the improbabilities, creating innovative alternatives to the identified needs.
Downloads
References
Alencar, E. M. L. S.(1995). Criatividade. [S.I.]: Ed. Universidade de Brasília.
______________(1996). A gerência da criatividade. São Paulo: Makron.
Alsos, G. A.; Kaikkonem, V. (2004) Opportunities and Prior Knowledge: A Study of Experienced Entrepreneurs. Frontiers of Entrepreneurship Research.
Ardichvili, A; Cardoso, R.; Ray, S. (2003). A theory of entrepreneurial opportunity identification and development. Journal of Business Venturing, 18, p. 105-123.
Audy, J. L.N.; Morosini, M. C. (2006). Inovação e empreendedorismo na Universidade. Porto Alegre: EDIPUCRS.
Bautzer, D. (2009). Inovação: repensando as organizações. São Paulo: Atlas.
Bessant, J.; Tidd, J. (2007). Inovação e empreendedorismo. Porto Alegre. Bookman.
Dellabarca, R. (2002). Understanding the “opportunity recognition process” in entrepreneurship, and consideration of whether serial entrepreneurs undertake opportunity recognition better than novice entrepreneurs. MBA Dissertation. University of Cambridge
Fernandes, R. F. (2011). Uma proposta de modelo de aquisição do conhecimento para identificação de oportunidades de negócio nas redes sociais. Mestrado em Engenharia e Gestão do Conhecimento – Programa de Pós-Graduação em Engenharia e Gestão do Conhecimento, UFSC, Florianópolis, Brasil.
Ferreira, A. B. H. (1988) Dicionário Aurélio Básico da Língua Portuguesa. Rio de Janeiro: Nova Fronteira.
Frazon, A.G. (2007). Os três cérebros (teste quociente tri cerebral). 2007. Recuperado em 20 de agosto de 20014, de http://www.artigos.com/artigos/humanas/sucesso-e-motivacao/os-3-cerebros-(teste-quociente-tricerebral)-1749/artigo/#.VAIKdWa5f4h.
Freitas, R. F. (2012). Você é mais metódico ou intuitivo? Entenda como seu cérebro funciona. Recuperado em 20 de agosto de 2014 de http://noticias.uol.com.br/saude/ultimas-noticias/redacao/2012/07/24/descubra-se-voce-tem-mente-convergente-e-divergente-para-obter-mais-sucesso-e-qualidade-de-vida.htm.
Frezatti, F. F.; Kassai, Sílvia. Estudo do impacto de um curso MBA em controladoria na evolução de seus egressos. Rev. contab. finanç. [online]. 2003, vol.14, pp. 54-65. Recuperado em 20 de agosto de 2014 de http://www.scielo.br/scielo.php?script=sci_arttext&pid=S1519-70772003000400003&lng=en&nrm=iso.
GEM - Global Entrepreneurship Monitor (2012). Relatório executivo. Sebrae.
Gielnik, M. M.; Kramer, A. C.; Kappel, B.; Frese, M. (2012). Antecedents of Business Opportunity Identification and Innovation: Investigating the Interplay of Information Processing and Information Acquisition. Applied Psychology : An International Review.
Gonçalves, V.; Campos, C. (2012). Gestão de mudanças: o fator humano na liderança de projetos. Rio de Janeiro: Brasport.
Holmén, R. (2007). What are innovative opportunities? Industry and innovation. Recuperado em 20 de julho de 2014 de www.findarticles.com/businesspublication.
Koen, P. A.; Ajamian, G. M.; Boyce, S.; Clamen, A.;Fisher, E.; Fountoulakis, S.; Johnson, A.; Puri, P.; Seibert, R. (2002) Fuzzy Front End: effective methods, tools, and techniques. In: BELLIVEAU, P.; GRIFFIN, A.; SOMERMEYER, S. (Ed.). The PDMA toolbook 1 for new product development. New York: John Wiley & Sons Inc., p. 5-35.
______________________; Burkart, R.; Clamen, A.; Davidson, J.; D'amores, R.; Elkins, C.; Herald, K.; Incorvia, M.; Johnson, A.; Karol, R.; Seibert, R.; Slavejkov, A.; Wagner, K.(2001). Providing clarity and a common language to the "fuzzy front end". Research Technology Management, v. 44, n. 2, p. 46-55.
Kotler, P. (1999); Marketing para o século XXI: como criar, conquistar e dominar mercados. São Paulo: Futura.
______________; Kartajaya, H.; Setiawan, I. (2010). Marketing 3.0. As forças que estão definindo o novo marketing centrado no ser humano. 3ª reimpressão. Rio de janeiro: Elsevier.
Marconi, M. A.; Lakatos, E. M. (1999). Técnicas de pesquisa. 4. ed. São Paulo: Atlas.
Manffezzolli, E. C.; Boehs, C. G. E. (2008). Uma reflexão sobre o estudo de caso como método de pesquisa, Revista FAE, v11, n.1, p.95-110, jan./jun.
Moraes, R. M. (2007). A teoria da aprendizagem significativa - TAS. Recuperado em 20 de agosto de 2014 de http://www.construirnoticias.com.br/asp/materia.asp?id=1182.
OECD (2005). Manual de Oslo: Proposta de Diretrizes para a Coleta e Interpretação de dados sobre Inovação Tecnológica. Terceira Edição.
Shane, S.; Venkataraman, S. (2000) The promise of entrepreneurship as a field of research. Academy of Management Review. Vol.25, Issue 1, p.217-226, 9p.
Stevenson, H.; Gumpert, D. (1985). The Heart of Entrepreneurship. Harvard Business Review, v. 63, n. 2, p. 85-95.
Valeriano, D. L. (1988). Gerência em projetos. São Paulo, Makron Books.
Published
How to Cite
Issue
Section
License
Authors who publish with this journal agree to the following terms:
1. Authors who publish in this journal agree to the following terms: the author(s) authorize(s) the publication of the text in the journal;
2. The author(s) ensure(s) that the contribution is original and unpublished and that it is not in the process of evaluation by another journal;
3. The journal is not responsible for the views, ideas and concepts presented in articles, and these are the sole responsibility of the author(s);
4. The publishers reserve the right to make textual adjustments and adapt texts to meet with publication standards.
5. Authors retain copyright and grant the journal the right to first publication, with the work simultaneously licensed under the Creative Commons Atribuição NãoComercial 4.0 internacional, which allows the work to be shared with recognized authorship and initial publication in this journal.
6. Authors are allowed to assume additional contracts separately, for non-exclusive distribution of the version of the work published in this journal (e.g. publish in institutional repository or as a book chapter), with recognition of authorship and initial publication in this journal.
7. Authors are allowed and are encouraged to publish and distribute their work online (e.g. in institutional repositories or on a personal web page) at any point before or during the editorial process, as this can generate positive effects, as well as increase the impact and citations of the published work (see the effect of Free Access) at http://opcit.eprints.org/oacitation-biblio.html
• 8. Authors are able to use ORCID is a system of identification for authors. An ORCID identifier is unique to an individual and acts as a persistent digital identifier to ensure that authors (particularly those with relatively common names) can be distinguished and their work properly attributed.