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The purpose of this work is to discuss the issue of how companies aiming to increase their innovative capacity should decide about their organizational structure. To accomplish this goal, a bibliographic review about the theme was carried out, as well as an exploratory research, conducted by case study in a Brazilian petrochemical company that had recently re-organised its structure regarding innovative activities. The results suggest that the studied company decided upon its organisational structure without considering the whole process of innovation, focusing efforts only on the Research and Development area. Its organizational structure is still based on traditional forms, with centralized decisions and well demarcated functions. A more “adhocratic” structure, considering innovation as an integrated process would foster the company innovative capacity in the future.
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