| CC2.1 |
The inflexibility and lack of autonomy of public organizations, presents the following characteristics regarding the culture of public organizations as relevant causes of these issues: bureaucratism, political interference, aversion to entrepreneurship, centralized authoritarianism, paternalism, and management discontinuity (PIRES; MACÊDO, 2006PIRES, J. C. de S.; MACÊDO, K. B. Cultura Organizacional nas Organizações Públicas no Brasil. Revista de AdministraçãoPública, v. 40, n. 1, p. 81–104, 2006.). |
06 |
| CC2.2 |
Despite the ST&I challenges regarding open innovation and scarce funding, the legal model and political influences are important determinants of the operational difficulties and limitations of PROs. The study of the Report of the Center for Strategic Studies and Management (2010) identified 17 different types of legal identities of PROs in public administration, business entities (including public companies) and non-profit entities. The limited flexibility and autonomy imposed by the legal identity of these organizations affect directly their management, administrative and political capabilities. |
12 |
| CC2.3 |
TheBrazilian regulations don’t manage appropriately the ST&I specificities of PROs, applying in many cases the same rules of ordinary companies (RIBEIRO; SALLES-FILHO; BIN, 2015). Salles-Filho and Bonacelli (2010SALLES-FILHO, S.; BONACELLI, M. B. M. Science and Public Policy Trends in the organization of public research organizations: lessons from the Brazilian case. Science and Public Policy, v. 37, n. 3, p. 193–204, 2010., p. 199) pointed the inefficiency of the current ST&I mechanisms and instruments that “are not well-suited to research institutions” and complemented that “there is little knowledge about how to make best use of them or the implications of their use, and the instruments are rarely used because they entail almost radical changes to the managerial organization of most institutions, especially public ones.” |
07 |
| CC2.4 |
The procurement is one of the processes that presents more difficulties to be performed by PROs because of the legislation and control agencies requirements to avoid opportunism and corruption which limits the options of suppliers and products, increases prices and decreases products and services quality and delivery conditions. In R&D projects the purchasing requirements are in many times very specific with dispense of a bid which becomes the purchasing process very trick to not break the law. Importation, capture funding and sell products and services are also very restricted procedures for public organizations for the same reasons. Even adopting alternatives to deal with contracts and purchasing using third-party services of foundations, the transaction costs regarding internal controls and audit are not insignificant (MONTEIRO, 2017MONTEIRO, V. Burocracia consome mais de 30% do tempo dos cientistas, constata pesquisa. Jornal da Ciência, 27 jan. 2017. Disponível em: http://www.jornaldaciencia.org.br/burocracia-consome-mais-de-30-do-tempo-dos-cientistas-constata-pesquisa/ Acesso em: 29 jun. 2019.
http://www.jornaldaciencia.org.br/burocr...
; RIBEIRO; SALLES-FILHO; BIN, 2015). |
13, 14 |
| CC2.5 |
The partnership building is another important and also challenging process for the R&D and Innovation projects due to strategic and financial purposes (CHESBROUGH, 2006CHESBROUGH, H. Open Innovation: A New Paradigm for Understanding Industrial Innovation. In: CHESBROUGH, H.; VANHARVEBEKE, W.; WEST, J. (Eds.). Open Innovation Researching a New Paradigm. New York: Oxford University Press, 2006. p. 1–12.; HAGEDOORN, 2002HAGEDOORN, J. Inter-firm R&D partnerships: an overview of major trends and patterns since 1960. ResearchPolicy, v. 31, n. 4, p. 477–492, 2002.). The establishment of contracts of technical cooperation and intellectual property is the tool to deal with the risks and uncertainty of R&D projects and minimize opportunism and law insecurity, which usually increases controls and transaction costs (OLIVEIRA et al., 2017OLIVEIRA, F. S. De et al. Dinâmica da formação de redes de PD&I: a experiência da Embrapa Informática Agropecuária na articulação de Parcerias Público-Privadas (PPP). In: VI SINGEP 2017, São Paulo-SP, Brazil. Anais... São Paulo-SP, Brazil). |
09, 10, 11 |
| CC2.6 |
There is a greater expenditure of effort and time in the research project management activities by the principal investigators due to the complexity and lack of knowledge about ST&I legislation and regulatory changes (CONFIES; MCTIC; SEBRAE, 2017). |
08 |
| CC2.7 |
Tax incentives have limited extent because of the not-innovative nature of the companies and their lack of knowledge about how to use them (CARVALHO, 2010CARVALHO, F. P. De. Cooperação e alianças para a inovação e o desempenho das empresas brasileiras. In: SERGIO SALERNO, M. et al. (Eds.). Inovação: Estudo de jovens pesquisadores brasileiros. 1a. Edição ed. São Paulo: Editora Papagaio, 2010. p. 465–484.). |
15, 16 |
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Source: elaborated by author, adapted from 
Source: elaborated by the author.