Resumo: A criação de um sistema de gestão para a geração de inovações de forma recorrente ainda é um desafio para as grandes empresas. Alguns autores defendem a constituição de uma função organizacional dedicada (i.e. Função Inovação – FI) para efetivar esse sistema. Este trabalho busca compreender como se dá a construção da Função Inovação em organizações de grande porte a partir de um Estudo de Caso longitudinal e retrospectivo. Discutem-se aspectos relacionados ao surgimento da FI, destacando a evolução de sua estrutura organizacional e as alterações em seu escopo de trabalho. Dentre os principais resultados, demonstra-se que a atuação de indivíduos-chave como pontos de conexão com outras instâncias organizacionais e a colaboração com agentes externos foram determinantes para o reconhecimento da FI pela organização. Além disso, o acúmulo de competências específicas, o ganho progressivo de legitimidade e a entrega de resultados intermediários habilitam esse time para lidar com projetos de inovação radical.

Abstract: The creation of a management system to systematically promote innovation is a great challenge for large companies. Some authors argue for the creation of a dedicated organizational function (the Innovation Function – IF) to guide this system. This paper aims to understand how a large company builds an Innovation Function from a longitudinal and retrospective case study. Some aspects regarding the emergence of the IF, its organizational structure evolution, and changes on its team’s scope of action are discussed. The main results highlight the importance of key actors for IF’s recognition by the organization, serving as connecting mediators to other functions and external agents. Besides that, specific competence accumulation, gradual legitimacy acquisition, and project intermediary results enabled the team to deal with radical innovation projects over time.

Abstract Purpose This paper aims to map the creation and evolution of centering resonance analysis (CRA). This method was an innovative approach developed to conduct textual content analysis in a semi-automatic, theory-informed and analytically rigorous way. Nevertheless, despite its robust procedures to analyze documents and interviews, CRA is still broadly unknown and scarcely used in management research. Design/methodology/approach To track CRA’s development, the roadmapping approach was properly adapted. The traditional time-based multi-layered map format was customized to depict, graphically, the results obtained from a systematic literature review of the main CRA publications. Findings In total, 19 papers were reviewed, from the method’s introduction in 2002 to its last tracked methodological development. In all, 26 types of CRA analysis were identified and grouped in five categories. The most innovative procedures in each group were discussed and exemplified. Finally, a CRA methodological roadmap was presented, including a layered typology of the publications, in terms of their focus and innovativeness; the number of analysis conducted in each publication; references for further CRA development; a segmentation and description of the main publication periods; main turning points; citation-based relationships; and four possible future scenarios for CRA as a method. Originality/value This paper offers a unique and comprehensive review of CRA’s development, favoring its broader use in management research. In addition, it develops an adapted version of the roadmapping approach, customized for mapping methodological innovations over time.