The firm’s role, besides producing goods and services, is to promote technological change and innovation. While academic research on technological capabilities has led to a better understanding of the process of technical change itself, there is no consensus on the ultimate definition of innovation capability. The purpose of this paper is to present a framework for innovation capability. This is formed by four key capabilities (technology development, operations, management and transaction) that enable firms to reach Schumpeterian profits. Given that the study is characterized as a theoretical paper, methodologically is supported on an extensive literature review. Our main findings can be summed up in three aspects: (1) every firm has all four capabilities; none of them are null; (2) to be innovative, at least one of the firm’s capabilities must be predominant; (3) any firm, when established, is primarily technological or transactional, in a second stage, operational or managerial.

Purpose: Over time, technological intensity has been used as a proxy for innovation capability of firms in an industrial sector. However, not only firms belonging to the stratum of high technological intensity are able to innovate. Therefore, this study aims to explore a potential association between technological intensity and innovation capability in firms from different industrial sectors, using the Organization for Economic Cooperation and Development (OECD)’s classification and the components of innovation capability proposed by Zawislak et al. (2012, 2013). Design/methodology/approach: The authors conducted an exploratory research with four case studies focusing on the innovation capability of Brazilian firms. Findings: The results show that the four firms, each belonging to one stratum of technological intensity, have innovation capability, and the differences regarding this feature can be explained by the balance and development of all firms’ capabilities (technological, operational, managerial and transactional). Originality/value: In the literature, studies that relate technological intensity and innovation capability are scarce. Therefore, the originality of this research is to relate these two concepts. The most important is that firms can be innovative regardless of their stratum of technological intensity, which shows the importance of other capabilities to ensure the innovation’s success.

Innovation and dynamic capabilities have gained considerable attention in both academia and practice. While one of the oldest inquiries in economic and strategy literature involves understanding the features that drive business success and a firm's perpetuity, the literature still lacks a comprehensive model of innovation and dynamic capabilities. This study presents a model that assesses firms' innovation and dynamic capabilities perspectives based on four essential capabilities: development, operations, management, and transaction capabilities. Data from a survey of 1,107 Brazilian manufacturing firms were used for empirical testing and discussion of the dynamic capabilities framework. Regression and factor analyses validated the model; we discuss the results, contrasting with the dynamic capabilities' framework. Operations Capability is the least dynamic of all capabilities, with the least influence on innovation. This reinforces the notion that operations capabilities as "ordinary capabilities," whereas management, development, and transaction capabilities better explain firms' dynamics and innovation.

The agriculture sector is one of the backbones of many countries’ economies. Its processes have been changing to enable technology adoption to increase productivity, quality, and sustainable development. In this research, we present a scientific mapping of the adoption of precision techniques and breakthrough technologies in agriculture, so-called Digital Agriculture. To do this, we used 4694 documents from the Web of Science database to perform a Bibliometric Performance and Network Analysis of the literature using SciMAT software with the support of the PICOC protocol. Our findings presented 22 strategic themes related to Digital Agriculture, such as Internet of Things (IoT), Unmanned Aerial Vehicles (UAV) and Climate-smart Agriculture (CSA), among others. The thematic network structure of the nine most important clusters (motor themes) was presented and an in-depth discussion was performed. The thematic evolution map provides a broad perspective of how the field has evolved over time from 1994 to 2020. In addition, our results discuss the main challenges and opportunities for research and practice in the field of study. Our findings provide a comprehensive overview of the main themes related to Digital Agriculture. These results show the main subjects analyzed on this topic and provide a basis for insights for future research.