Integrando o Balanced Scorecard e ISO 56002 como ferramenta propulsora da transferência de tecnologia

Abstract

Innovation management requires governance and measurement to connect guidelines, execution, and value capture. Yet, organizations often struggle to translate normative recommendations into actionable objectives, indicators, and managerial routines, particularly when technology transfer (TT) requires portfolio visibility, clear priorities, and an explicit view of capability gaps. Although ISO 56002 (and its evolution into ISO 56001) provides a reference framework for innovation management systems, its application is frequently perceived as insufficiently prescriptive in terms of practical tools and metrics. In parallel, the Balanced Scorecard (BSC), despite being consolidated as a strategic management system, typically disperses innovation across traditional perspectives, weakening its traceability and hindering the measurement of innovation performance across organizational levels. In this context, this thesis aims to develop and evaluate an integrated ISO 56002–BSC tool capable of making innovation explicit and measurable, thereby supporting managerial decision-making and TToriented initiatives. Methodologically, the study adopts a Design Science Research (DSR) approach, supported by a Systematic Literature Review (PRISMA and Methodi Ordinatio), to ground the conceptual integration, define constructs, and guide the development of the artifact and its evaluation in real organizational settings. As the main outcome, this thesis proposes the ISO56-BSC tool, which introduces a fifth perspective (Innovation) into the BSC, maps ISO 56002 clauses 4-10 onto a BSC×ISO matrix, and converts qualitative evidence into scores to support prioritization and decision-making. The architecture incorporates a traffic-light assessment, a scoring hierarchy, and a strategic map-building module that ensures traceability across objectives, KPIs, and normative guidelines. To synthesize the matrix, two KPIs are defined: the ISO 56002 Adherence Index (AI), computed over 35 cells (7 clauses × 5 perspectives), and the BSC Balance Gap, which captures asymmetry across perspectives. Evaluation was conducted in two cycles (ex post DSR): an initial validation (three organizations) and an expanded validation (nine organizations; D1-D9), totaling 12 applications with founder/owner respondents, enabling the assessment of applicability and managerial usefulness across sectors and firm sizes. The findings indicate that the ISO56BSC integration makes innovation explicit, improves traceability between guidelines and metrics, and transforms the diagnostic into a practical input for governance, strategic balancing, and the prioritization of TT-oriented initiatives.