The alignment of organizational structure and R&D management in internationalized public company: The EMBRAPA case

Abstract

Purpose: The purpose of this paper is to analyze the organizational structure and R&D management alignment in an internationalized public company. Design/methodology/approach: The authors performed a descriptive qualitative research using the single case method of EMBRAPA. Findings: The results indicated that EMBRAPA organizational structure provides a structural framework for R&D management, promoting knowledge and infrastructure sharing. The internationalization, especially through LABEX, allows researchers to interact with research centers of excellence abroad. This makes strategic planning (Sistema de Inteligência Estratégico da EMBRAPA – Agropensa, portfolios and project arrangements) results in R&D projects, through macro programs, generating innovations for Brazilian agriculture. Research limitations/implications: It should be noted that this study presents some limitations, among them, the fact that only one company is being analyzed. Practical implications: Therefore, EMBRAPA’s organizational structure provides a structural framework for R&D management, promoting knowledge sharing and infrastructure. This makes the strategic planning (Agropensa, portfolios and arrangements) to result in R&D projects, via macro programs, generating innovations for the Brazilian agriculture. On the contributions to the advancement of knowledge with regard to the professional management of public research institutes, it is worth synthesizing, therefore, the following practical evidence in the field and that they were key to the successful management of R&D activities in EMBRAPA. Originality/value: The choice of this company is due to its importance for the Brazilian agricultural development, to the innovations generated for the modernization of agriculture and due to it being a public, internationalized R&D company, and with a trajectory of four decades of existence.