Processes and Results of Social Innovation in the Wine ... · in the modes of production and...

European Journal of Scientific Research ISSN 1450-216X / 1450-202X Vol. 151 No 4 February, 2019, pp. 445-456 http://www. europeanjournalofscientificresearch.com

Processes and Results of Social Innovation in the

Wine Production Chain

Margarete Luisa Arbugeri Menegotto Post-Graduate Program in Business Administration

University of Caxias do Sul, Brazil

E-mail: [email protected]

Maria Elisabeth Teixeira Pereira Departamento de Economia

Gestão e Engenharia Industrial e GOVCOPP

University of Aveiro, Portugal


Antonio Jorge Fernandes Departamento de Economia

Gestão e Engenharia Industrial e GOVCOPP

University of Aveiro, Portugal


Beatriz Lúcia Salvador Bizotto Post-Graduate Program in Administration

University of Caxias do Sul, Caxias do Sul, RS, Brazil

Centro Universitário UNIFACVEST, Lages, SC, Brazil


Abstract

Social Innovation and its application have a growing interest in different organizations and academics, since it provides evidence for the decision-making of managers, entrepreneurs, public authorities and other stakeholders in a productive chain. Decisions that seek to find innovative solutions to business problems and the community as a whole.

The challenge is how to seek data in an organized and timely manner, as well as harness their potential so that it can enhance the way that the actors of a productive chain make decisions and develop new conduits for the development of social innovation. This mapping of the process is necessary so that there is a reach of social good and sustainable change benefiting the productive chain. In this way, this research seeks to demonstrate the innovations within the RS wine production chain with the use of by-products and dynamic inter-chain capabilities. It is necessary to institutionalize innovation by identifying dynamic capacities and their best use, to achieve social good and sustainable change. We used the interviews with actors in the chain and after a qualitative content analysis was performed, combining the results with insights from the different actors involved in the social innovation process. It was found that innovations through the development of prototype applications that clearly demonstrate the impact of innovations within all links of the wine production chain, as well as the pharmaceutical chain and enogastronomy, with the benefits

Processes and Results of Social Innovation in the Wine Production Chain 446

of innovation ranging from producer suppliers of the region, extending to the global final consumer.

Keywords: social innovation, wine production chain, social innovation process 1. Introduction Although the idea of a linear process clearly defined, starting with science and research and ending with marketable products and services, may have been at the forefront in the 1980 (CORTE, 1988), the results of research in the years 1990 made it increasingly clear that innovations involve a complex social process in which the interaction between multiple parts network in the process of innovation plays a central role.

This kind of fundamental change process involving all the institutional structure and the way of thinking and the basic assumptions can be interpreted in terms of the development of a new paradigm of innovation (BULLINGER, 2006). This approach opens new perspectives on problems fundamentally recognized and thus unlocks new possibilities of action simultaneously. Especially in light of the confusion and paradoxical in innovation policy. This type of interpretation of current change can open new perspectives on innovation.

In the face of social change, from an industrial society to knowledge, and the profound change, this implies economic and social structures of modern society. There are many indications of signaling a fundamental shift in the paradigm of innovation, which can be detected. New economic and industrial sector is increasingly determined to look at the economy and the society and your change and in the modes of production and innovation.

As such, the new forms of production and cultivation of innovation on a global scale have developed the Center in "management company function as strategic partners" (BOES; TRINKS, 2007, p. 86). The opening of innovation to society is a characteristic of these changes (FORA, 2009). Companies, research institutes and technical schools are not the only stakeholders in the innovation process. Citizens and customers no longer suitable as vendors for information about your requirements (as in traditional innovation management); they make contributions to the development process of new products to solve problems.

In connection with what has ceased to be seriously contested directional change for sustainable development, recognition is taken into account that the issue is a cultural or social challenge in the sense that they cannot be overcome with the theoretically successful By methods they use in the natural sciences, not practically through the use of new technologies (PFRIEM, 2006).

"The social structures in practice social and environmental change" (LEGGEWIE; WELZER, 2009, p. 203) are vital in the search for possible solutions. Therefore it is centrally the ability of corporations to think in the long run, be willing to reassess the core values and review s their own lifestyles (DIAMOND, 2008, p. 646).

In addition to the need for extensive cultural change, the discourse of sustainability in the social sciences and multidisciplinary areas has increasingly moving to social innovations as (HOWALDT; SCHWARZ, 2010), needed in the areas of:

a) governance structures (HEIDENREICH, 1997; NEWIG et al. 2008); b) politics (LANGE, 2008; GIDDENS, 2009); c) Regulations (BAURIEDL; WISSEN, 2002); d) institutions (MINSCH; MAISTER, et al., 1998; VOSS, REGINE and FRANK, 2002); e) economy and labour) (LINNE; SCHWARZ, 2003; BURSCHEL; LOSEN; WIENDL,

2004; BMBF, 2002; DIW; WI; COMMENTS WZB; 2000); f) consumer behavior, the style and level of consumption (FICHTER; NOACK, et al., 2006)

and g) use schemes and systems and guidance for the use associated with an efficient

447 Margarete Luisa Arbugeri Menegotto, Maria Elisabeth Teixeira Pereira, Antonio Jorge Fernandes and Beatriz Lúcia Salvador Bizotto

service and innovations systems complex (KONRAD and NILL, 2001; KIPER and SCHÜTTE, 1998; FITCHER, 2009).

Sustainable development requires a long-term target, fast and long-range related to changing "habits of consumption in industry, the State, Commerce and individuals" (BMU, 1992) that explicitly deals with radical changes that go far beyond the technical innovations at the level of policy, direction, as well as social practices.

The interdisciplinary and international discussion that was conducted intensively since the beginning of the Decade of 1990 requires the need for a multidimensional system, with action plan which focuses especially on the social need, innovations in respect the joints between different views (economic, ecological, social) in order to find better ways and alternatives to meet the existing needs and more effectively work with unintended consequences and side effects industrial development in society.

In this scenario, movements are perceived between organizations in order to show relationships as a competitive factor. These relationships can be between individuals or companies that have similar interests and realize that with interaction and trust they acquire strength in the face of conflict and global difficulties. The authors Coleman (1988) and Putnam (1993) point out that social innovation can be perceived in the Processes at Individual, Local And Regional Levels, Well ' As International, Among Several Actors In Economic And Social Development. 2. Theoretical Framework Thus, based on the assumption that social innovation, has a non-mercantile nature, a collective character with the ultimate goal of generating social change through the satisfaction of human needs that the market cannot guarantee, the promotion of inclusion Social and training of agents or actors in situation, potential or effective, social exclusion (ANDRÉ; ABREU, 2006; MULGAN, 2007).

The relevance of social innovation stems from the growing complexity in the processes of social exclusion and inequality that, ultimately, are responsible for the erosion of the natural resources of the markets, so it is important to carry out studies that include the Social innovation as a variable to analyze organizational performance (WESTLEY, 2008).

In addition to the natural resources must take into account the human resources as these could have an impact on the economic performance of organizations (GRANT, 1991; BECKER; GERHART, 1996) since it is through the development of its human resources that companies create internal skills and demonstrate better organizational performance (SAA-PEREZ; GARCIA-FALCON, 2002)

As Prahalad and Hamel (1990), key competences represent the collective learning in the Organization, especially with regard to how to coordinate diverse production skills and integrate multiple streams of technology.

The skills offer access to a wide variety of markets, contribute significantly to the perceived benefits of the customers of the final product and are difficult to be imitated. The key competence also requires a deep commitment to working beyond organizational borders (PRAHALAD; HAMEL, 1990).

More generally, the skills are abilities to structure and guide sets of features for productive purposes that potentially provide the company a competitive advantage (CHRISTIENSEN, 1996). This is higher-order management capability to mobilize, harmonize and develop resources and capabilities to create value and competitive advantage. 2.1. Social Innovation

To better understand the process of economic development, historical context and original path dependent, Arend (2004, p. 72) exposes the economic development process, which seeks to convey the idea of the need for cooperation/ collaboration among agents of the same institutional arrangement.


Management established cultures, relations of collaboration and competition, as well as consumer behavior and lifestyles can decrease the reception and adoption of advances and your transformation from that phase of a successful innovation. Examples of such revolutionary inventions with very long initiation phases are solar heaters and other components to optimize energy use at home. In contrast, the internet, mobile phones and other information technologies penetrate markets in speed of the shock wave (OLIVEIRA; ALMEIDA, 2011).

Increasingly innovative processes are of a multidisciplinary nature, where it becomes very important to understand the main motivations and dimensions of analysis that better characterize, given a particular application context. In Rodrigues (2006) is made an analysis of the theory of innovation where are presented three dimensions of analysis which give innovation a multifaceted character:

a) the intensity of the innovation dimension), which relates to the degree of newness underlies;

b) the technological dimension that relates to the degree of impact of technological means in the innovative process; and

c) the intervention space dimension that is related to the scope of innovation processes in the company, business sector or cluster.

When considering this set of analytical dimensions of innovation (HERTOG; BILDERBEEK, 1999) as factors of influence on the development of innovative processes, easily understood that your combination can lead to various ways in which innovation can develop.

a) the ability to respond to change as a factor in innovation; b) knowledge management as a condition of the possibilities of innovation; c) understanding of the market, the technology and the Organization of the company as

innovation factors; d) innovation is not in equipment, is in the people and in the Organization; e) and the relationship with the outside world), based on the company's knowledge base as a

potentiator of innovation; f) the knowledge economy as differentiating factor in the definition of innovative policies.

In this sense, Ford (1993) defines innovation as the result of the implementation of a set of practices associated with a system, which works for your time from a set of technological and organisational adjustments with regard to the needs of the business and great value added to the client.

Mulgan (2006) and Dosi (1998) point out that within the branches of innovation, social innovation, and that this is distinct from the technological innovation as it is intended for different purposes and objectives, regardless of the results (for example, improving economic performance) and what kinds of innovations may overlap.

For Murray, Mulgan and Caulier-Grice (2008), innovation is triggered by some variables, namely:

a) crisis. Necessity is often the mother of invention, but also crises can crush creativity. One of the definitions of leadership is the ability to use the minor crisis to achieve the greatest positive change. Many Nations have used economic and social crises in order to speed up the reform and innovation and, in some cases, have used the crisis to deliberately accelerate social innovation;

b) economic efficiency. The need to reduce spending often requires services to be planned and carried out in new ways. Big cuts can hardly be achieved through efficiency measures. Instead, require changes in the systems enabling new ways of thinking and open possibilities;

c) poor performance underscores the need for change in the services. It can act as a stimulus to find new ways to design and deliver services;

d) new technologies can be adapted to meet the social needs or better provide services more effectively;


New evidence brings to light new needs and new solutions to deal with these needs and symbolic Movements can give energy to an area, and create a context for social innovation. The effect of some symbolic small-scale projects can have in creating energy points that make a sector, a city, a body to be more open to innovation. Crisis, economic efficiency, poor performance, new technologies and symbolic movements (MURRAY; MULGAN; CAULIER-GRICE, 2008).

The variables cited by Murray, Mulgan and Caulier-Grice (2008) Bring a reflection on the concept of innovation and the construction of the concept of social innovation, which the authors define as:

Howaldt and Schwarz (2010), a social innovation is a new combination and/or a new configuration of social practices in certain areas of action or social context promoted by certain actors in order to better meet or respond to the needs and Society's problems.

Escobar and Morales (2011), social innovation is the creation of unique solutions that benefit the society and contribute to sustainable development. Arises through collaborative actions between the sectors (public, private sector and the third sector), giving rise to what they called the "fourth sector", focused on social innovation.

Lubelcová (2012) a new idea or new approach to the solution of social problems. Involves changes in values, attitudes and opinions. Its development is associated with the interactions between institutions such as markets, State and civil society, the need for governance of these interrelationships.

Caulier, Davies and Norman (2012), Social Innovations are new solutions (products, services, markets, processes, templates, etc.) that meet at the same time a social need (more effectively than the existing solutions) and lead to new or improved capabilities and relationships and/or better use of assets and resources. In other words, social innovations increase the ability of society to act.

Ossani (2013) social innovation can be the result of combinations of elements which already exist and not always entirely new that, when put into practice, exceed organizational barriers, sectoral or disciplinary and promote new social relations, between individuals and groups.

It is observed that the authors highlight social change when dealing with the concept of social innovation. However, it should be clear that not every process of social change is necessarily a social innovation. Social innovation features novelty and intentional action aimed to achieve the desired result. Social innovations are planned, coordinated and oriented towards the specific goal of, through new social practices, social changes (HOWALDT; SCHWARZ, 2010).

Understanding these dimensions, which pertain to the economic, must, as Langenbach (2008), be the parameter for new perspectives to see more wide, reality and, consequently, the development, including micro levels and macro. 2.2. Levels of Social Innovation

Buchegger; Ornetzeder (2000) apud Bulut; Eren; Halac (2013) are to the social innovation on two levels:

Micro level: social innovation objectives covering social needs, improve the standard of living and continuously enrich the ability to act in groups and individuals;

Macro level: social innovation is a general change in society to eliminate inequalities and to promote sustainable development (this last vision, social innovation would take shape when a new idea to establish a way of thinking and acting to change the existing paradigms (CAJAIBA-SANTANA, 2013).

Lévesque and Crevier (2002) approach that social innovations are complemented by technological innovations, i.e. these stimulate social innovations and social innovations generate technological innovations.

Kinder (2010) still adds that generally the innovative technology requires a more focused in order to focus on developing products, markets and sales. Who already performs the Social innovation


allows others to extend to your vision, given that social innovation requires a systemic look and a lateral thinking.

Social innovation is multifaceted and a vital aspect of a new paradigm of innovation (FORA, 2009). The call for recognition of a new "post-industrial innovation paradigm", which includes social innovation as an integral facet, is gaining momentum (HOWALDT; SCHWARZ, 2010).

In his studies Bruin and Stangl (2013) expose that research on social innovations related to economics and business is in the embryonic phase, but that has the promise in this respect. These literature promotions with welfare gains due to new mechanisms and the dissemination of these innovations, analyzed through a game of theoretical approach (Young, 2011). Although the latter is in the analysis of individual welfare gains, a focus on welfare gains provides a useful complement to a social value creation angle.

Social innovation confuses the boundaries between the public sector, the private sector, and civil society, and often emerge at the intersection of sectors (PHILLS et al., 2008, NICHOLLS, MURDOCK, 2012). BEPA - BUREAU OF EUROPEAN POLICY ADVISERS, (2011, p. 341). They point out that social innovation "is about developing innovative solutions and new forms of organization and interactions to address social issues."

Thus, collaboration is an ethic underlying social innovation. Social innovation can therefore "meet social needs not only through new ideas but also through the creation of new collaborations that benefit society by improving 'capacity in fact'" (MULGAN, 2012, p. 22).

However, the concept of tackling sector boundaries encapsulates more than just new forms of collaboration. The process of developing social innovation, as Bruin and Stangl (2013), as other forms of innovation, is not linear, but an interactive process. In social innovation, this process of adaptation involves fluid interaction between sectors.

An additional factor influencing the multi-sector collaborative nature of social innovation is the increasing opportunities for private organizations to see global challenges as opportunities to drive innovation. They must find new business opportunities by designing solutions to the problems caused by the behavior of humanity "(FORA, 2009, p.11).

Social innovation that has the potential to create large-scale social change occurs in inter-jogo of civil society, private and public sectors (KANIA; KRAMER, 2011). The multiplicity of agents who need to engage effectively in the resolution of social problems, especially where social innovations originate at the intersection of the sectors, can pose a challenge to coordination. 2.3 Social Innovation Process Models

Mulgan (2006) was one of the first authors to suggest a process of social innovation (CUNHA; BENNEWORTH, 2013). It is observed that the initiative for a social innovation is born of social demands (EDWARDS-SCHACHTER; MATTI; ALCÁNTARA, 2012), and that the effort to the junction of the actors is more difficult because of the greater number of components and the complexity of form and organize the network (JULIANI, JULIANI, et al., 2014). By your side, Rollin and Vincent (2007) adds the necessary skills of the actors involved and the outcome of social innovation. 3. Methodology To start the analysis of the production process itself, it is necessary to identify the productive segment specific, depending on the different characteristics and particular conditions that may be involved (HANSEN, 2004). The chains have different competitive factors in level of consumer market and suffer different influences internal aspects (including management, innovation, human resources and production), structural aspects (including the configuration of the industry, the market characteristics and the system of incentives and regulation of competition) and systemic aspects (involving the


infrastructural factors, institutional, political and regulatory-legal), as discussed by Coutinho and Ferraz (1995).

In this way and in accordance with Marconi and Lakatos (2008), all sciences are characterized by the use of scientific methods. Generally speaking, the method is a set of systematic and rational activities, with greater security and economy, allows to reach the goal-valid and true knowledge, tracing the path to be followed by detecting errors and aiding decisions.

The method adopted in this study was the inductive, defined by Marconi and Lakatos (2008) as he who seeks to know the characteristics of a population, to later understand how this behaves and thus be able to draw a profile. In this sense, sought by rural producers, entrepreneurs, winemakers and employees of the wine production chain wine identify the influence of dynamic capabilities, social innovation and performance of chain wine production in the metropolitan region of the serra gaúcha.

The classification of the nature research positions the study for the creation of theories or verification of how existing theories is applied in a specific population. The present study worked with a predefined population, which refers to the two links (the grape and wine producers), and within the links of the wineries are the actors entrepreneurs, officials and winemakers. This type of research is termed as applied, which, according to Silva and Menezes (2001), aims to generate knowledge for practical application to the solution of specific problems.

The qualitative approach was used to answer the research problem. The qualitative research, referring to the interpretation of the phenomena, occurs through the constant interaction between the observations and the conceptual formulation, that is, between the empirical research and the theoretical balization, between the perception and the explanation (BULMER, 1977). The techniques used were interview and observation.

As for the objective, the research is descriptive. According to Gil (1996), descriptive research has as its primary objective the description of the characteristics of a given population or phenomenon or, then, the establishment of relationships between the variables. This research sought to observe, record and analyze the phenomena as an example: how often they happen, what structure they possess, how they work, implying the realization of systematic and non-participant observations.

The researched population was delimited according to the Register of the Brazilian Wine Institute (Ibravin)-Southern region Brazil, with actors participating in the Serra Gaúcha wine production chain, since among the seven wine poles installed in the states From Rio Grande do Sul, São Paulo, Paraná, Santa Catarina, Pernambuco, Bahia and Minas Gerais, this has more representativeness with about 40000 hectares of vineyards and more than 600 winemaking units.

Delimited-if the search in the State of Rio Grande do Sul, in the Serra Gaúcha, where he contemplated the cities of Caxias do Sul, Bento Gonçalves, Farroupilha, Flores da Cunha and Garibaldi, in virtue of your representation in wine chain, in terms of production of raw materials, industrialization, specialized service providers (winemakers).

Data were analyzed using content analysis with the help of the Atlas TI software, the results of which were inserted in the social innovation process models of wine production chain. 4. Analysis and Discussion of the Results Alliance, the concern with improving quality and productivity, as well as on the health of rural producers, industries and cooperatives has sought the extension through recruitment of agronomists and oenologists, for targeting since the raw material to the preparation of the products.

In the area of viticulture, as the President of the cooperative Winery new Alliance, the concern with improving quality and productivity, as well as on the health of rural producers, industries and cooperatives has sought the extension through recruitment of agronomists and oenologists, for targeting since the raw material to the preparation of the products.

Companies in this situation are therefore under pressure to change to your conventional market research that depends on the number of products shipped, or sales data.

Processes and Results of Social Innovation in the Wine Production Chain

associated with their existing business areas. These companies can also realize that their current internal resources are insufficienidentification of clients ' needs. This means that companies are focusing on the problems of society; in other words, they are mainly concerned with their potential and existing customers.

chain, where the same has a targeting of actions directed to the external client, related to costs, differentiation and health, as well as the internal client, aimed aimproving the quality of life of the actors.

same. The companies face difficulties to start collaborations with certain indito exchange ideas and coactions that the actors are to overcome this difficulty is the junction with other actors of the same chain link or multiple litrust.

organized a new relationship between the parties that had not been consi

customer, benefiting an entire community. This innovation, as Ossani (2013), may be the result of combinations of elements which already exist anexceed organizational barriers, sectoral or disciplinary and foster new relationships between individuals and social groups.

new forms of marketing and the security sector, the product and the final consumer. In Figure 1 presents Process of Social innovation in the wine production chain of the Serra Gaúcha.

Source: Prepared by the authors.


However, typical companies would be afraid to go into areas unknown business that are not associated with their existing business areas. These companies can also realize that their current internal resources are insufficienidentification of clients ' needs. This means that companies are focusing on the problems of society; in other words, they are mainly concerned with their potential and existing customers.

This concern demonstrates the evolution of the social innovation within the wine production chain, where the same has a targeting of actions directed to the external client, related to costs, differentiation and health, as well as the internal client, aimed aimproving the quality of life of the actors.

To overcome this barrier, the companies are actors that have features that complement the same. The companies face difficulties to start collaborations with certain indito exchange ideas and coactions that the actors are to overcome this difficulty is the junction with other actors of the same chain link or multiple litrust.

To fill the gaps in business practices, the actors of the wine of the Serra Gaúcha Chain organized a new relationship between the parties that had not been consi

This innovation brings a new configuration of elements ranging from the supplier to the end customer, benefiting an entire community. This innovation, as Ossani (2013), may be the result of combinations of elements which already exist anexceed organizational barriers, sectoral or disciplinary and foster new relationships between individuals and social groups.

The result of this combination is the encouragement of the actors through anew forms of marketing and the security sector, the product and the final consumer. In Figure 1 presents Process of Social innovation in the wine production chain of the Serra Gaúcha.

Figure 1



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In addition to the benefits of the local community, these innovations also have an impact on the economic and financial performance, directing for a requested quality for exports. In his studies Crisóstomos (2011). States need a study on the relationship between the formation of networks, associations and cooperatives, with the success in the production chain.

In the wine production chain It is observed that the social innovations, as an example resulting from the innovations of by-products (cosmetics industry, the pharmaceutical industry) and innovation interelated with other chains, partnerships, Reconfigurations (wine tourism), lead to the welfare of a local population, but also expands the boundaries, which span from the rural producer, with the incentive, research and monitoring of organic production to the final consumer with products containing less Preservatives and chemicals, as well as innovation in products that cater to end customers with dietary restrictions. 5. Conclusion The results have an impact on the individual, organizational and regional performance, adding economic-financial and social value.

Thus one can see that performance measurement should be undertaken with financial and non-financial indicators for only financial indicators do not measure the sustainability of an organization or of a productive chain.

With the study, it was observed that in the planning, this quest chain stimulate the control and the achievement of long-term goals in order to make the Organization compete, survive and grow.

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