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Objective: This study aims to analyze the organizational processes to verify if there is alignment between sustainable supply chain management and innovation practices in a textile industry in Vale dos Sinos Design/methodology/approach: the methodology employed was a case study with the Lambda Company, which used as a basis a conceptual model on innovation and sustainable management of the supply chain, where data were collected through an open semi-structured interview with the financial manager, non-participant observation and documentary research analyzed through the comparison between empirical and bibliographic data. Results: The results show that the company has been structuring programs and positioning itself in a more sustainable way, but it needs to stimulate activities that align innovation and sustainable management of its supply chain supporting its organizational strategy. Originality / value: the value of this study consists in highlighting the company's existing practices and discussing them in relation to the existing literature to propose a reflection on possible improvements in organizational processes. [ABSTRACT FROM AUTHOR]

Purpose -- The objective was to reveal reflections on how the managers of industrial cosmetic companies deal with the challenges related to the innovation process. Design/methodology/approach -- Exploratory qualitative research. The present research uses a combination of methods: theoretical-conceptual, bibliographical survey and the multi-case study, by means of the following procedures: semi-structured interview, observation route and document analysis. Findings -- I concluded that the main challenges faced by the management of the innovation process in the small business are related to the non-development of a culture focused on innovation and not planning the capacity to decentralize. In the case of the medium sized company, the main challenge related to the innovation process is to manage, simultaneously, the growth of the company on the one hand, and the managerial practices aimed at the use of the knowledge of its team, on the other, in the process of innovation. In the case of the large company, I concluded that the challenges of maintaining the integration of the innovation process and, at the same time, the flexibility to transform the way things are done, are well orchestrated by management because there is constant discussion and shared vision, in a spirit of trust and teamwork. Research limitations/implications -- The data cannot be generalized because it is a multi-case study. Practical implications -- As soon as the challenges were identified, the assumption was confirmed that the achievement of innovation implies knowing how to integrate resources and capacities, manage periods of instability or irregularity and regularity, based on a culture focused on strategic learning, learning to learn and, systemic learning. Originality/value - This exploratory qualitative research contributes with evidences and analyzes on the management of the innovation process in three companies of different sizes, in which are revealed the managerial actions in relation to the innovation requirements that have been explored from the theoretical bases that support the integration of the learning organizational and management of innovation, and the reflections on how manifest the management of the challenges faced in each company. [ABSTRACT FROM AUTHOR]

This research aims to analyze the organizational practices related to innovation present in the Brazilian electric sector companies. This is a descriptive study with a quantitative approach. The research comprised managers and / or responsible for the activity of R&D. The results show that the index processes all statements had means significantly positive while the index results was presented the lowest value compared to the others, which indicates that companies in the industry still has a lot to invest in the development of competence in the management of the results of their R&D programs and the generation of innovations from them. It was possible to conclude that in the twelve years after the regulation of the activity of R&D in the electricity sector effort was concentrated on practical knowledge, learning and innovation strategies. [ABSTRACT FROM AUTHOR]