Capacidades dinâmicas no setor de tecnologia da informação: proposição de um modelo de gestão em sustentabilidade

Abstract

Introduction: Sustainability is a challenge of the relationship with the macro environment in which organizations are inserted. Looking for competitive advantage, it imposes changes in organizational management, reinforcing systemic responsibilities with the environment and society. Sources of competitive advantage are born from a set of organizational capacities developed for the institution to reorganize its assets. These capabilities were termed "dynamic capabilities". The Information Technology (IT) sector is dynamic and develops within the business context, enabling the permanent updating and integration of the company's business. The present study sought to answer how the IT sector can promote dynamic capacities for sustainability. Objective: In order to respond to the research problem, it was established as a general objective the identification of the dynamic capabilities for sustainability in order to allow the proposition of a model adjusted from the studies of Cezarino et al. (2018) for the IT sector. Justification: The present research can elicit an important discussion about the "dynamic capabilities" that IT managers can develop within their institutions and that can enable companies in the area to deal with environmental pressures in a sustainable manner, the so-called Green IT, seeking to maximize efforts in pursuit of competitive advantage. Method: A qualitative, descriptive and cross-sectional study carried out between May-2018 and February-2019, with a sample of 17 IT specialists from Uberlândia. The Delphi methodology was used. The sample of managers was requested by e-mail. This study was done in three stages of data collection. In the first, an in-depth interview was conducted with the manager of a large IT company. In the second, the first round of Delphi was held, in which 14 experts answered an online form, containing questions formulated from the evaluation of the interview responses from the first stage. The third stage (second round Delphi) relied on sending online form to managers to get consensus between the conflicting answers of the second round. Results: In the first stage, it can be seen that the core business of the evaluated organization, the technology, which is closely linked to the innovation, is not connected with the area of sustainability, nor was there any evidence of motivating eco-innovation antecedents in the declarations of the manager. The Delphi method corroborated the capabilities found in the first stage with Delphi's second round (culture, integration and innovation), but revealed ambiguities as to the capacity development gap between sectors that deal directly and indirectly with the consumer (B2C and B2B). The IT sector understands that the customer benefit can be greater, valuing the company and its products in the eyes of the customer. Conclusion: A sustainability management model was developed for the IT sector, in which organizational culture, strategic integration and innovation routines were the dynamic capabilities required. Eco-innovation is no longer just a horizontal dimension of the model and has also become a force for change in the company's modus operandi.