Search

The development of Artificial Intelligence (AI) is revolutionizing different organizational contexts, including health services. Among these services, ophthalmology and dentistry stand out for being areas with intense use of technological innovations, mainly for obtaining images. The use of AI promotes innovation in the provision of these services, helping the activities of professionals working in this area. However, the literature is still scarce on the perception of these professionals regarding the benefits and challenges arising from the use of these innovations. In this sense, the objective of this article is to evaluate the perception of ophthalmologists and dentists in the use of AI technological innovations in relation to the benefits for patient care, as well as the challenges for its implementation and adoption. This is a qualitative research that was developed from data collected, through a questionnaire, with 18 health professionals, 10 ophthalmologists, and 8 dentists. As a result, it was observed that the main benefits found with the use of AI-assisted innovations were diagnostic support, mainly in increasing assertiveness and reducing the time to detect diseases. In addition, these innovations provided an increase in the time of the doctor-patient relationship, reflecting greater satisfaction of the users of these health services. The challenge presented in the implementation of innovations in ophthalmology and dentistry was the lack of incentives from health plans in the application of AI. Without financial incentives, the costs of these innovations become a significant barrier to adoption. To overcome the barrier related to cost, some ophthalmologists acquired equipment in partnership with other health professionals, enabling the sharing and rationalization of costs related to the technological resource. Finally, in the perception of both professionals (ophthalmologists and dentists), AI promotes innovations in health services, complementing and not substituting the clinical diagnosis of a specialized professional. [ABSTRACT FROM AUTHOR]

During the development of technological innovation projects, the team has difficulty to identify and managing uncertainties, which represents a challenge to bring the technologies closer to the market. Although there are studies on the management of uncertainties in innovation projects in different contexts of organizations, no studies were found relating to the adoption of Lean Startup (LS) practices and the management of uncertainties during the development of technological project processes in academic environments. Thus, this research aims to identify the uncertainties that can be mitigated during the development of these technological projects using LS practices. A multiple case study was conducted within a Brazilian federal university to fill this gap, analyzing nine technological innovation projects. The research consisted of identifying the uncertainties experienced by the project innovation development team before and after the application of LS practices. In the end, the uncertainties were analyzed in the context of each technological project, considering the mitigation achieved after applying the LS practices, and comparing them with their initial state. As a result, it was observed that the initial uncertainty categories most experienced by the project teams were related to products and resources, especially those related to knowledge and team profile. When evaluating the uncertainties after applying the LS practices, it was possible to observe that the most mitigated uncertainties were related to resources followed by the business model, the latter being the third most experienced in the initial scenario of the project development process. On the other hand, the uncertainties related to products were the ones that presented the least mitigation. Regarding resource uncertainties, the LS practices contributed to the mitigation, specifically those related to process quality, obtaining resources and knowledge, and team profile. As for the uncertainties observed in the business model, better results were observed specifically in those focused on marketing strategy, pilot production, and definition of the revenue model. It is concluded that the LS practices made more significant contributions to the business-related uncertainties than to product-related ones since product-related uncertainties were the ones that obtained the lowest mitigation results. [ABSTRACT FROM AUTHOR]

The Covid-19 pandemic impacted the world economies. Among the most affected sectors is the service sector, with the tourism segment standing out. Museums, parks, theatres, and tourist monuments had a great challenge with the period of social detachment. Digital transformation was the way adopted by companies to connect with their audiences and, consequently, contribute to the different segments of the value chain such as accommodation, transport and leisure and recreation. Thus, the managers of tourist attractions bet on entrepreneurial actions supported by digital transformation to change the business model in the face of the new pandemic scenario. The literature is still scarce to explore these actions adopted by museums worldwide. Thus, the research aims to identify the actions related to digital transformation adopted by museums in Ouro Preto during the pandemic period and compare them with the actions adopted by other museums around the world. Ouro Preto is a historical city of Brazil, conferred by Unesco. These museums are one of the main attractions of the city, whose economy is anchored in this segment of the service sector. This research comprises a Systematic Literature Review, using the PRISMA method. The literature served as a basis for the preparation of the protocol for collecting information from museums in Ouro Preto, guiding the comparative study of the actions practiced by them and compared with actions in the world. The study identifies the digital presence of museums on social platforms and verifies the reaction of these organisations to the pandemic. The information was collected in 12 museums. The protocol was answered through secondary data published on Facebook, Twitter, Instagram and digital platforms used by the museums. The results show differences between the strategies of Ouro Preto museums and other museums. It was observed that Ouro Preto museums adopted a more passive strategy when compared to the strategies adopted by other museums in the world. This result demonstrates the lack of an improvement agenda of adopting advanced technologies to increase the added value of museums. [ABSTRACT FROM AUTHOR]