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The present study proposes an approach for the rationale of evaluating innovation programs, analysing indirect impacts in order to identify knowledge acquisition and transformation processes. It will look predominantly at the problem of assessing the intangible effects of innovation programs, which has been scarcely or unsatisfactory addressed by the literature. It is based on the observation and analysis of a program to encourage innovation in small and medium enterprises (SME). The program, called NITEC, aims to foster and support the creation of R&D structures inside SMEs. In this study, and in order to support our main arguments, we will refer to the experience of nine firms that participated in the NITEC program. The aim is to show how the NITEC program may contribute to the process of transformation of knowledge. Data was obtained through an extensive face to face interview with the top executive responsible for innovation, using a semi-structured approach. As part of each company case study, we compiled a detailed background analysis, through a semi-structured interview guide. The data was collected during the end of 2012 and the beginning of 2013, and involved interviews to the Head Manager of Innovation of the enterprise It was found that there was a high degree of positive externalities, which are related to NITEC vocation to be a technological capability building program, with an important inducement potential inside and outside enterprises. The empirical observation that indirect impacts exists ratifies criticism of the linear model of innovation, since this model does not consider and not allow for those effects. In this case, the indirect impacts, i.e. knowledge acquisition and networking, are much more frequent as a perceived result of this program, which means that there are results that were not expected from the project’s initial objectives. All the enterprises of the sample have strong indirect impacts. The most frequent indirect impact is on Transfer Capacity, a proxy for knowledge transfer, revealing its importance for program evaluation and policy-making. All the evaluated enterprises had this kind of impact. The concentration of technological transfer effects for enterprises indicates that it was by means of a free and informal process of transfer of product and process technology to suppliers that it appropriated the gains of innovation. The present study gave a real idea of what indirect outcomes of a large technological program are, a relatively under researched and previously unknown terrain, and confirms the magnitude of the importance of indirect impacts, in particular those related to knowledge transfer, and the need to consider them in future evaluations. The study case methodology gave the opportunity of recognizing more accurately the nature of knowledge acquisition in the context of NITEC.

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics In 2001 and 2004, two multinational companies (MNC) of the pharmaceutical industry, respectively Bayer and Janssen, left its manufacture operations in Portugal. From its exit, other two Portuguese small and medium enterprises (SME) were born: Bluepharma and Lusomedicamenta. These companies have been highly successful due to the representativeness of exports, contract-manufacturing and generic production. This report intents to study the exit of the MNC and the implementation of the Portuguese SMEs.

Mestrado em Finanças Os estudos sobre a utilização de incentivos monetários na remuneração de gestores de pequenas e médias empresas portuguesas (PME) têm sido reduzidos, apesar da relevância destas empresas no contexto nacional ao nível de postos de trabalho e volume de negócios. Assim, este estudo centra-se na análise de alguns factores associados à utilização de incentivos nas organizações. Desta forma, este trabalho analisa se factores como o desempenho das empresas e dos gestores, o género, a idade, a experiência profissional e a antiguidade na empresa desses mesmos gestores estão associados à utilização dos incentivos monetários. Os dados foram recolhidos através de um questionário efectuado para este efeito. A amostra é constituída por 716 CEO, CFO e outros participantes com responsabilidades ao nível do controlo de gestão das PME portuguesas. Os resultados mostram que: i) uma maior percentagem de incentivos monetários está positivamente relacionada com o desempenho das organizações, ii) gestores do sexo feminino recebem uma maior percentagem de incentivos monetários, e iii) existe uma relação negativa entre a utilização de incentivos monetários e a escolaridade dos gestores. Despite SME relevance in the national context in terms of employment and turnover, the studies about the use of monetary incentives for SME managers in Portugal have been reduced. Consequently, this study focuses on the analysis of some factors that are important in the use of monetary incentives in organizations. This study analyzes whether factors like firm and managers performance, gender, age, professional experience and tenure of the manager are associated with the use of monetary incentives. Data were collected through a survey carried out for this purpose. The sample consists of 716 CEO, CFO and other participants responsible for management control systems in SME. The results show that: i) a higher percentage of monetary incentives is positively related to the performance of the organization, ii) a higher percentage of monetary incentives is used in the compensation of female managers and iii) there is a negative relation between monetary incentives and managers level of education.

Mestrado em Gestão e Estratégia Industrial As empresas portuguesas enfrentam no presente o desafio de ter de encontrar novos mercados internacionais, uma vez que os tradicionais mercados importadores têm-se mostrado insuficientes para garantir a sua sobrevivência. Neste contexto, há a crescente necessidade das PME portuguesas analisarem os seus modelos de negócio e desenvolverem estratégias que lhes permitam ter vantagens competitivas para os mercados de destino. Este estudo, exploratório e descritivo foi desenvolvido com o objectivo de identificar as estratégias que permitem que o grupo Polisport SA, uma PME portuguesa, desenvolva um modelo de negócio eficaz para o mercado internacional, tendo por base um estudo de caso único. Os resultados obtidos mostraram que o desenvolvimento de produtos/serviços inovadores a par de uma estratégia de comunicação global, são factores vitais para que uma PME portuguesa possa obter vantagens competitivas em outros mercados. Observou-se também com este estudo, que a estratégia de internacionalização da PME em Portugal tem início nas feiras internacionais de negócios, contactando com potenciais parceiros e clientes internacionais. A PME portuguesa investe nos mercados internacionais à medida que vai obtendo mais informações e experiências sobre esses mercados, complementando muitas vezes esta estratégica com o desenvolvimento de parcerias estratégicas locais. Portuguese companies currently face the challenge of seeking new international markets, since the traditional import markets are no longer abble to ensure the survival of most of these companies. In this context Portuguese SMEs face the urge to examine their business models and strategies to develop competitive advantages for target markets. This exploratory and descriptive study was developed with the purpose of identifying strategies that allow the Polisport Group , a Portuguese SME, to develop an effective business model for the international market, based on a single case study. The results showed that the development of new and innovative products/services combined with a global communication strategy, are vital for a Portuguese SME to be able to gain competitive advantages in other markets. It was also observed that the strategy of internationalization of this Portuguese SME starts in international business exhibitions, where the company can be in contact with potential partners and international customers. The Portuguese SME increases its investments in international markets based on the information and experience acquired on these markets, combining these investments with local strategic partnerships.