Competências Gerenciais e Capacidade para Inovação: O Caso da Electrolux do Brasil S/A

The methodology used a longitudinal case study with multilevel and multimethod perspectives. The question that orientated the work was: How was the interaction between managerial competences and routines on performance innovation? Through multivariate statistics it was observed the interaction between organizational routines and individual competences. In a more specific way, the quantitative analysis don't confirm the association between routines/processes and innovation performance, if they are taken isolated. However, we considered together, they influenced innovation performance. A qualitative analysis was conducted through interviews, observation and document analysis to understand how this interaction happened. The result reinforces a fundamental argument of dynamic capability theory: to sustain innovation capability, an organization must reconfigure its resources base through routines and leadership competencies, or competent managers, who allocate resources, conceive, improve process and routines and lead teams towards change.