El capital social como enfoque teórico en Dirección Estratégica

[EN] The objective of this research paper is to investigate, from a theoretical point of view, the strategic relevance of social capital. In recent years, academic literature in this field has witnessed remarkable growth, recognizing social capital as a key element for companies, due to its contribution to the creation of competitive advantages. However, it might be said that its development is still emerging, given the number of discrepancies among researchers regarding its definition, measurement, and its positive or negative impact on other variables. For this reason, a set of empirical studies that show the social capital effect on diverse types of organizational results have been reviewed, taking as a reference the definition and dimensions proposed by Nahapiet and Ghoshal (1998). Additionally, different theoretical links between social capital and four related Strategic Management approaches are presented, such as the Intellectual Capital-Based View, the Knowledge-Based View, the Resource-Based View and the Dynamic Resource-Based View. A main conclusion drawn from this review is that social capital, being a knowledge-based resource, enables access to both internal and external resources and thus a firm’s competitive advantage and, consequently, its value creation can be generated from the combination of both areas. Going in depth and clarifying this strategic linkage are thus a challenge to address in future studies.[ES] El principal objetivo de este trabajo es mostrar la relevancia estratégica del capital social organizacional desde un punto de vista teórico. En los últimos años, la literatura académica relacionada con este concepto ha experimentado un notable crecimiento, reconociendo que el capital social es un elemento fundamental para que las empresas generen ventajas competitivas. Sin embargo, se podría afirmar que su desarrollo es todavía incipiente al existir multitud de discrepaciancias entre los investigadores acerca de su conceptuación, la medición de sus dimensiones o los efectos positivos o negativos que podría tener sobre otras variables. Por este motivo, tomando como referencia la definición y dimensiones propuestas por Nahapiet y Ghoshal (1998), se ha realizado una revisión de las investigaciones que, de manera empírica, han estudiado las relaciones entre el capital social y distintos tipos de resultados organizacionales. Igualmente, se exponen diferentes nexos teóricos encontrados entre el capital social y los principales enfoques en Dirección Estratégica como son Enfoque Basado en el Capital Intelectual, el Enfoque Basado en el Conocimiento, el Enfoque Basado en los Recursos y el Enfoque Basado en las Capacidades dinámicas. Se concluye que el capital social, como recurso basado en el conocimiento, podría permitir el acceso a otros recursos internos o externos, y que la creación de valor y la generación de ventajas competitivas de una empresa puede provenir de la combinación de ambos ámbitos. Así, futuros estudios deben encaminarse hacia la profundización y clarificación de este nexo estratégico

Complementariedad, heterogeneidad y experiencia en alianzas estratégicas

Las alianzas son una herramienta estratégica que permite colaborar y atraer recursos no disponibles de otra forma. Gracias a la complementariedad de los recursos de red y a la experiencia previa en alianzas, se puede maximizar el rendimiento que obtiene la organización y ello repercute de forma directa en el resultado empresarial. Asimismo, la complementariedad viene dada por la variedad de recursos que aportan socios heterogéneos. También, consideramos que la experiencia en gestión de alianzas es un factor importante que influye en la obtención de un mayor rendimiento. De este modo, se pueden crear diversas ventajas competitivas para adaptarse a las circunstancias del mercado.Strategic alliances are a tool that permits collaborate and attract resources that they are not available otherwise. Due to network resources complementary and previous alliance experience, it can maximize the alliance performance and it has direct repercussions on firm results. Furthermore, resource complementarity is given by heterogeneous partners. Moreover, we think alliance management experience is an important factor to obtain a better firm performance. In this way, they can create diverse competitive advantages to adapt itself to the market

EFECTO MODERADOR DE LA INTERFIRMA DE COMPARTIR CONOCIMIENTOS SOBRE LA CAPACIDAD ABSORTIVA Y LAS CAPACIDADES INNOVADORAS EN LAS PEQUEÑAS Y MEDIANAS EMPRESAS

This study examines the moderator function of inter-firm knowledge-sharing on absorption capacity and innovative capabilities in small and medium enterprises in the Information Technology and Communication (ITC) sector. We propose a two-mode inter-firm knowledge sharing model to classify firms into the stages of development or maturity. We used structural equations modeling by partial least squares (PLS) and PLS multi-group analysis (PLS-MGA). The empirical field used to test the model was a group of small and medium enterprises (SMEs) in the ITC sector in Brazil. Data were collected from 300 SMEs, using self-reporting measures were used. The analysis confirmed a positive moderator effect of inter-firm knowledge sharing on the relationship between absorption capacity and innovative capabilities. The effect of absorption capacity on innovative capabilities was found to be stronger for those firms in the maturity stage of inter-firm knowledge sharing. The findings of this study have implications for research and practice, shedding new light on managerial and strategic actions for generating innovations in SMEs.Este estudo examina a função moderadora do compartilhamento interfirma de conhecimento sobre capacidade absortiva e capacidades inovadoras em pequenas e médias empresas do setor de Tecnologia da Informação e Comunicação (TIC). Propomos um modelo de compartilhamento de conhecimento entre empresas de dois modos para classificar as empresas em estágios de desenvolvimento ou maturidade. Utilizamos a modelagem de equações estruturais por mínimos quadrados parciais (PLS) e análise multigrupos PLS (PLS-MGA). O campo empírico para testar o modelo foi um conjunto de pequenas e médias empresas (PMEs) do setor de TIC no Brasil. Os dados foram coletados de 300 PME e empregaram medidas de autorrelato. A análise confirma um efeito moderador do compartilhamento de conhecimento entre empresas em uma relação positiva entre capacidade absortiva e capacidades inovadoras. O efeito da capacidade absortiva em capacidades inovadoras é mais forte para as empresas no estágio de maturidade do compartilhamento de conhecimento entre empresas. Os resultados do estudo fornecem implicações para a pesquisa e a prática, lançando nova luz sobre as ações gerenciais e estratégicas para gerar inovações nas PME.Este estudio examina la función moderadora del intercambio de conocimientos entre empresas sobre capacidad de absorción y capacidades innovadoras en pequeñas y medianas empresas del sector de Tecnología de la Información y Comunicación (ITC). Proponemos un modelo de intercambio de conocimientos entre empresas de dos modos para clasificar las empresas en etapas de desarrollo o maduras. Utilizamos modelos de ecuaciones estructurales por mínimos cuadrados parciales (PLS) y análisis multigrupo de PLS (PLS-MGA). El campo empírico para probar el modelo fue un conjunto de pequeñas y medianas empresas (PYME) del sector del ITC en Brasil. Los datos se obtuvieron de 300 PYMES y se emplearon medidas de autoinforme. El análisis confirma un efecto moderador del intercambio de conocimientos entre empresas en una relación positiva entre la capacidad de absorción y las capacidades innovadoras. El efecto de la capacidad de absorción en las capacidades innovadoras es más fuerte para aquellas empresas en la etapa de madurez del intercambio de conocimientos entre empresas. Los resultados del estudio proporcionan implicaciones para la investigación y la práctica, arrojando nueva luz sobre las acciones gerenciales y estratégicas para generar innovaciones en las PYMES

Complementariedad, heterogeneidad y experiencia en alianzas estratégicas

Las alianzas son una herramienta estratégica que permite colaborar y atraer recursos no disponibles de otra forma. Gracias a la complementariedad de los recursos de red y a la experiencia previa en alianzas, se puede maximizar el rendimiento que obtiene la organización y ello repercute de forma directa en el resultado empresarial. Asimismo, la complementariedad viene dada por la variedad de recursos que aportan socios heterogéneos. De este modo, se pueden crear diversas ventajas competitivas para adaptarse a las circunstancias del mercado.Strategic alliances are a tool that permits collaborate and attract resources that they are not available otherwise. Due to network resources complementary and previous alliance experience, it can maximize the alliance performance and it has direct repercussions on firm results. Furthermore, resource complementarity is given by heterogeneous partners. In this way, they can create diverse competitive advantages to adapt itself to the market

Innovar en el ADN de los emprendedores y de las empresas

Contiene documento donde se explica los conceptos de innovar y de capacidad para innovar. Se incluye también una propuesta de modelo de capacidad para innovar. Todo ello esencial para los emprendedores y para las empresas.Universidad de Málaga. Campus de Excelencia Internacional. Andalucía Tech

The NGOs’ Knowledge and Socio-economic Development: An Empirical Investigation in Bangladesh

This empirical study investigates the type of knowledge the NGOs (Non-Governmental Organisations) transfer to the beneficiaries in Bangladesh.  About 22,000 NGOs are in operations in Bangladesh with a view to developing the socio-economic conditions of their beneficiaries. Knowledge transfer is a crucial element of Knowledge Management (KM) process. The NGO-beneficiaries are the main stakeholders who are engaged in receiving the knowledge transferred by the NGOs. So it is imperative to know the type of knowledge they (the beneficiaries) are receiving from the NGOs. This study follows multi-stage sampling procedure. 14-NGOs (7 large and 7 small of the NGO Affairs Bureau enlisted NGOs) from each administrative division of Bangladesh are purposefully selected. 54-semi-structured interviews consisting of top, middle and lower levels based on the salary grades (18X interviewees from each level) were interviewed. Content analysis technique is used to analyze the interview transcript. The study reveals that NGOs transfer knowledge to the beneficiaries on health and nutrition, knowledge on credit, knowledge on human and legal rights, knowledge on disaster management, knowledge on awareness building, knowledge on environmental issues, agricultural knowledge, knowledge on income generating skills and other miscellaneous knowledge. Future researchers may explore further research on the following issues: (i) how far the NGOs could reduce poverty through knowledge transfer in Bangladesh? (ii) Is the knowledge transferred by the NGOs sufficient for the beneficiaries? (iii) Could the NGOs transfer knowledge as per the requirements of the beneficiaries? Key Words: Types of Knowledge, NGO, Banglades

International new ventures’ international performance: a matter of network entrepreneurial orientation and network management activities

The purpose of this paper is to demostrate that commitment to developing knowledge sharing, coordination, adaptation and resolving potential conflict results in idiosyncratic relational assets for firms, which increases the benefits that international new ventures (INVs) can obtain from their networking activity

Success factors of innovation networks: Lessons from agriculture in Flanders

Innovation has been identified as a critical asset for SMEs to survive (Hitt et al., 2001; Lee et al., 2001). However, SMEs that need to improve their innovation process often lack the essential resources to innovate when relying solely on their in-house activities (Batterink et al., 2010). A large body of literature therefore highlights the role of external partnerships, or networks (Lazzarini et al., 2001; Pittaway et al., 2004; Sawhney et al., 2006).Despite the increasing number of studies focusing on the relationship between networking and innovation, there is still considerable ambiguity and debate within literature regarding appropriate network characteristics for successful innovations (Nieto and Santamaria, 2007; Pittaway et al., 2004). Furthermore, the existing studies focus mostly on high tech companies (Edquist 2006, van Galen 2008). The objective of our study is to gain insight into the network characteristics critical for successful innovations within the agricultural sector in Flanders.The study is based on interviews and focus group discussions with farmers and network coordinators active in Flanders. In total, 109 respondents were consulted. This research is based on four innovation characteristics which seem crucial for each innovation (Kanter, 1988). For each of these innovation characteristics, we investigated how networks could contribute, via their network characteristics.The results showed that networks serves as a net for knowledge about e.g. new technologies, or changing legislation in order that farmers are faster aware of developments. When farmers have multiple contacts, they have a higher chance to discover new things. Thereby, it is important that knowledge providers are part of the network and connected with the different actors, and not only provide their information to the farmers as an external actor. Also the face-to-face communication within a network is an essential issue. Furthermore, coalition can play a crucial role for some innovations, as a lot of farmers are not able to implement their idea because for example the retailer or research institute is not supportive or interested. If the farmers set up a self-initiated coalition, it can be easier to initiate the innovative idea. Fourth, it is important that individual actors from the agricultural system revisit their actual role. Successful innovation processes often originate in situations where creativity is not limited within one unit. Based on the findings, recommendations for farmers as well as network coordinators are formulated to increase the innovation capacity

International experience and perceived success factors in international collaborative relationships. An empirical study of Polish firms cooperating with Chinese and German partners

The aim of the paper is the analysis of the relationship between the perception of the success factors in international collaborative relationships and firm’s international experience. The results of an empirical study on the sample of 278 Polish exporters and importers cooperating with partners from China and Germany are presented and both the differences in success factor perception depending on foreign partners’ home country, and the correlation of the perception of the success factors with the international experience of the firms are discussed. The study revealed that the firms working with partners in China have somewhat more international experience. The importance of the majority of the success factors in relationships with German partners did not differ significantly from those in collaboration with Chinese firms. However, some consequential differences were observed. Internationalization experience is not strongly related with the perception of international cooperation success factors