Determinantes de la capacidad de innovación en PYMES regionales

The innovativeness is a core competence to innovate and therefore enhancing competitiveness, especially in small and medium enterprises (SMEs). This capability is constrained by internal and external factors. This article discusses how the company combines these factors to improve innovativeness. First, the company generates a core competence called human resource management and technology from internal intellectual capital. Furthermore, the company organizes another core competence called resource management and territorial relations from tangible resources associated with intellectual capital territory and fruit of the relationship with the environment. Using partial least squares techniques applied to a sample of small and medium enterprises in a region in northwest Spain is shown that both factors influence innovativeness. This study helps to define what the factors that enhance innovativeness are and how those factors associated company, indicating the process of building core competencies to improve their innovativeness. Consequently, for thought suggests to develop policies to support business innovation.DOI: 10.5902/198346597689La capacidad de innovación es una competencia distintiva que permite innovar y, en consecuencia, potencia la competitividad, especialmente en las pequeñas y medianas empresas (PYME). Dicha capacidad se ve condicionada por factores internos y externos. Este artículo analiza como combina la empresa dichos factores para mejorar la capacidad de innovación. Por un lado, la empresa genera una competencia distintiva denominada gestión de los recursos humanos y tecnológicos a partir del capital intelectual interno. Por otro lado, organiza otra competencia distintiva denominada gestión de los recursos y relaciones territoriales a partir de los recursos tangibles asociados al territorio y del capital intelectual fruto de las relaciones con el entorno. Mediante técnicas de Mínimos cuadrados parciales aplicados  en una muestra de pequeñas y medianas empresas en una región del noroeste de España se demuestra que ambos factores influyen en la capacidad de innovación. Este estudio contribuye a delimitar cuales son los factores que potencian la capacidad de innovación y como la empresa asocia esos factores, indicando cual es el proceso de construcción de competencias básicas para mejorar su capacidad de innovación. Como consecuencia, sugiere elementos de reflexión para elaborar políticas de apoyo a la innovación empresarial

Effects of Structural Intellectual Capital on The Innovation Capacity of Public Administration

Structural capital is one of the elements of intellectual capital, and measuring it in local public administration contributes to assessing value for society. This article analyzes the effects of structural intellectual capital on the innovation capacity of public administration in a Latin American city. The research was carried out with civil servants who hold management positions in the City Hall of the researched city. It was used multivariate exploratory analysis, principal component analysis, correlation and linear regression to statistically organize the data. The main results are that structural intellectual capital has a positive, significant and direct influence on the capacity for innovation in public administration. For public managers, the study demonstrated that investment in structural capital can have direct and proportional effects on the ability to innovate in services and processes, organizational and institutional. Therefore, investments in structure, processes, and organizational philosophy in public administration tend to improve managers' ability to innovate. It is important to highlight that structural intellectual capital aligned with innovation has the potential to significantly improve technology, services, processes, and meeting social demands for the local community

GESTÃO ESTRATÉGICA DA INOVAÇÃO SUSTENTÁVEL EM EMPRESAS INDUSTRIAIS GALEGAS

Companies are realizing the importance of adopting strategic management of sustainable innovation in order to meet the constraints of the globalized world and achieve superior business performance. Thus, this study aimed to analyze the adoption of a strategic management of sustainable innovation in industrial companies from Galícia. The study was characterized as qualitative and understood a study of multiple cases with Galícia industrial companies. Results showed that there is a rigid legislation and market pressure that drives organizations to adopt practices towards sustainability, but this approach is not characterized as strategic, considering they have a greater focus on product innovation aiming at a higher generation revenue.Las empresas vienen percibiendo la importancia de la adopción de una gestión estratégica de la innovación sostenible para atender los condicionantes del mundo globalizado y obtener un desempeño empresarial superior. De esta forma, este estudio tuvo como objetivo analizar la adopción de una gestión estratégica de la innovación sostenible en empresas industriales de Galicia. El estudio se caracterizó como cualitativo y comprendió la realización de un estudio de casos múltiples con empresas industriales gallegas. Los resultados permitieron observar que hay una legislación rígida y una presión del mercado que impulsa a las organizaciones a adoptar prácticas en pro de la sostenibilidad, pero esa postura no se caracteriza como estratégica, considerando que tienen un foco mayor en innovación en producto para una mayor generación de ingresos.As empresas vêm percebendo a importância da adoção de uma gestão estratégica da inovação sustentável a fim de atender os condicionantes do mundo globalizado e obter um desempenho empresarial superior. Dessa forma, este estudo teve como objetivo analisar a adoção de uma gestão estratégica da inovação sustentável em empresas industriais da Galícia. O estudo caracterizou-se como qualitativo e compreendeu a realização de um estudo de casos múltiplos com empresas industriais galegas. Os resultados permitiram observar que há uma legislação rígida e uma pressão do mercado que impulsiona as organizações a adotarem práticas em prol da sustentabilidade, porém essa postura não se caracteriza como estratégica, considerando que possuem um foco maior em inovação em produto visando a uma maior geração de receita.DOI: 10.21714/2178-8030gep.v20.517

Technology and culture in subsistence small businesses

The paper analyzes the connection between technological knowledge and organizational culture in small subsistence businesses (SSBs). It uses data from a proportional representative sample of 980 surveys in the canton of La Maná (Cotopaxí, Ecuador) to test if culture conditions the different components of technological knowledge in SSBs. This work verifies that the technological knowledge is a source of short-term and long-term performance, which confirm for SSBs previous works in intellectual capital. The study analyzes also the moderating effect of culture, verifying that culture does not condition the connection between technological knowledge with the short-term performance. It shows that culture is not a source of performance. However, when the research checks whether the effect of the technological knowledge increases the long-term performance, the results indicate that culture significantly limits this effect, suggesting that culture presents a certain opportunism, possibly because in the SSBs, entrepreneurs do not pay any attention to developing knowledge resources. The conclusions present some managerial and social implications to improve the functioning and management of SSBs

Xeran as competencias básicas resultados empresariais mellores en pemes rexionais?

Las competencias básicas son características de las empresas que les permiten si-tuarse en mejor posición que sus competidores. Partiendo de la teoría de recursos y capacida-des es habitual considerar que esas competencias, que se forman a partir de factores internos y externos de las empresas, se combinan mediante la estrategia. Este trabajo, mediante un análi-sis de trayectorias, analiza si las competencias básicas generan mejor desempeño, para lo cual partimos de cinco grandes competencias básicas: gestión de recursos humanos y tecnológicos, gestión de recursos territoriales, gestión de clientes, gestión de productos e innovación. Se muestra que solo la innovación tiene efectos directos sobre los resultados percibidos por los empresarios, mientras que el resto de los recursos considerados presenta efectos indirectos a través de la innovación

Capital intelectual y resultados empresariales en la cadena de la madera de Oberá (Argentina)

El objetivo de este trabajo es analizar el impacto del capital intelectual sobre los resultados empresariales, desarrollando un modelo que es posible aplicar a organizaciones ubicadas en zonas de países en vías de desarrollo. Para el estudio se llevó a cabo un proceso de encuestación a las empresas del primer y segundo eslabón de la cadena de la madera del Departamento Oberá, en la provincia de Misiones (Argentina). Se concluye que existe una relación directa entre el capital relacional y los resultados empresariales e indirecta entre el capital humano y el capital estructural con aquellos

Determinación de competencias distintivas en Pymes: el caso de Vigo y su área de influencia (España)

The sources of competitive advantages are characteristic of the enterprises that allow them to be placed in better position than their competitors. As from the theory of resources and capacities it is habitual to consider that those sources are in internal and external factors of the enterprises. The entrepreneur, by means of the strategy combines these factors establishing his distinctive competencies. This paper analyzes the formation of distinguishing competences. The obtained results show the form in which the small and medium enterprises (SME) organize their resources and capacities to form distinctive competencies. The SMEs of Vigo study their area of influence, a region of northwest Spain. In that case it is obtained that they form 5 great distinguishing competencies: management of human and technological resources, management of territorial resources, management of clients, management of products and innovation. These agree to a large extent with previous papers, although their contents present some differences.Las fuentes de ventajas competitivas son características de las empresas que les permiten situarse en mejor posición que sus competidores. Partiendo de la teoría de recursos y capacidades es habitual considerar que esas fuentes se encuentran en factores internos y externos de las empresas. El empresario, mediante la estrategia combina dichos factores estableciendo sus competencias distintivas. Este trabajo analiza la formación de competencias distintivas. Los resultados obtenidos muestran la forma en que las pequeñas y medianas empresas (PYME) organizan sus recursos y capacidades para formar competencias distintivas. Se estudian las Pymes de Vigo y su área de influencia, una región del noroeste de España. En ese caso se obtiene que forman 5 grandes competencias distintivas: gestión de recursos humanos y tecnológicos, gestión de los recursos territoriales, gestión de clientes, gestión de los productos e innovación. Estos coinciden en gran parte con trabajos previos, si bien sus contenidos presentan algunas diferencias

Evaluación y relaciones entre las dimensiones del capital intelectual: El caso de la cadena de la madera de Oberá (Argentina)

This paper investigates three dimensions of intellectual capital, i.e. human capital, structural capital and relational capital and their inter-relationships. For that, a model is developed, which evaluates the intellectual capital within organizations located in developing countries areas. It is applied to timber value chain firms in Oberá, Misiones (Argentine). The results emphasize attitudes and skills within human capital, leaving secondly knowledge; process and technologies in structural capital, and the relationship with customers within the relational capital. The data shows that human capital is directly related to structural capital and indirectly with relational capital. However, there is not a direct association between relational capital and human capital. Therefore, a policy that enhances structural capital is a way of consolidating the growth of the three capitals