English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

The organizations enable innovations, engines of global development, through the projects. The more innovative a project, the greater is the probability of occurrence of unforeseeable uncertainties. The identification of early signs of a change would realize this kind of uncertainty, but for the early recognition of these early signs is necessary to give sense to them, sensemaking. Thus, this study aims to understand what the main factor that generates the unforeseeable uncertainty is, what the motivating factors for their identification are and what the practices that contribute to the creation of meaning of these uncertainties are on innovative projects. To this end, a field survey has been done, from May to December 2011, with: a questionnaire to obtain initial information about the projects that could be considered innovative, and subsequently an in-depth interview, guided by a script with open questions, with one of the project participants. 152 invitations were sent to project managers, of which only 16 projects met the requirements, becoming a unit of analysis. Each of these units was also requested at least two unforeseen events, materialization of unforeseeable uncertainty, thus obtaining 35 unanticipated events, which are considered the unit of analysis embedded. Data analysis was qualitative, the generation of categories and variables were evaluated statistically through non-parametric tests. Based on the analysis performed it was observed that the highest level of efficiency in identifying unforeseeable uncertainty it was notice in advance and it had less impact occurred preferentially when events have had the perception of early sign made by the project manager or the sponsor at the beginning of the project, with the existence of an organizational facilitator factor, and using a collective sensemaking process. Moreover, the lowest level of efficiency late perception of the unforeseeable event and existence of more impact were associated with the external cause of unforeseeable uncertainty, the lack of perception of an early signal, the presence of a blocking factor identification originated from the personal characteristics, low number of collective activities, among others. It is recommended to incorporate the diagnosis of unforseeable in risk management of projects, seeking information about the uncertain areas of the project and interacting to share the knowledge. Further studies extended to obtain a larger number of events and projects may allow new associations as well as generate a multivariate statistical model. The use of alternative methods of management of innovative projects to identify unforeseeable uncertainty also appears as a relevant research topic.

Criando sentido para as incertezas imprevisíveis em projetos inovadores