Ampliación de un ciclo de mejora para conseguir una mayor implicación del alumnado

Este trabajo trata de resumir la experiencia final de innovación docente dentro del marco de la Red de Formación e Innovación Docente (REFID) durante el primer cuatrimestre del curso 2018/2019. Para ello, se presenta el ciclo de mejora aplicado en un bloque de la asignatura Introducción a la Economía de la Empresa (Organización) del Grado de Administración y Dirección de Empresas. Como resultado de esta actuación, hemos encontrado mejoras en el aprendizaje y la implicación en el aula por parte del alumnado. Por tanto, la experiencia se valora como algo positivo. Además, se han obtenido opiniones favorables de los alumnos sobre los cambios aplicados en las sesiones implicadas en el ciclo de mejora

How knowledge management processes can create and capture value for firms?

Knowledge has become the main competitive tool for firms. Just as knowledge is considered as the most important strategic resource, knowledge management (KM) is considered to be critical to a firm’s success. Several attempts have been undertaken to identify and define the different KM processes. From the literature review, four key dimensions stand out as affecting KM processes: knowledge creation, knowledge transfer, knowledge storage/retrieval, and knowledge application. The aim of this paper is to contribute to the KM and value literature by determining the importance of the different processes of KM for increasing value creation and value capture in firms. The context for the research hypotheses is the Spanish banking industry in 2010. The results support a positive relationship between KM and value creation, and between value creation and value captureMinisterio de Economía y Competitividad ECO2013-49352-EX

Managing knowledge to create customer service value

Purpose – The purpose of this paper is to contribute to the services management literature by identifying a sequence of the different processes of knowledge management (KM) to create customer service value. Design/methodology/approach – The context for the research hypotheses is the Spanish banking industry. The authors conducted a study including 76 banks and 1,832 customers of these banks. This paper uses the partial least squares method to conduct the data analysis. Findings – The authors find support for all the hypotheses proposed in the model. The results show that service firms that are able to apply more knowledge or apply knowledge more effectively are likely to generate more benefits for their customers, and/or reduce their sacrifices, contributing significantly to a higher perception of service value. Research limitations/implications – The study focusses on one particular industry in a single point in time. A longitudinal analysis of a variety of service industries would enrich the study. Practical implications – It is argued that KM constitutes a key capability for service firms for the delivery of service value. According to the research, if service firms want to improve the application of knowledge, it is important to focus on knowledge retention while they create new knowledge. Originality/value – Although a considerable amount of research has been carried out in the fields of KM and customer value, there has been less research that has taken both into consideration simultaneously. This paper addresses this gap in the literatureMinisterio de Educación ECO2011-28 641-C02-0

Linking knowledge corridors to customer value through knowledge processes

Purpose – Spanish banks which took rescue packages are trying to find innovative ways to improve customer value. The main purpose of this paper is to investigate the extent to which banks combine external knowledge with internal knowledge to build customer value. Design/methodology/approach – A firm’s knowledge corridor is an organizational capacity, referring to the ability to absorb external knowledge and utilize it in generating innovative outputs. This paper examines the relative importance and significance of knowledge transfer and knowledge storage/retrieval processes as bridges between ‘‘potential absorptive capacity’’ and ‘‘realized absorptive capacity’’ and its effects on the application of knowledge through an empirical investigation of 76 banks. Findings – The results are calculated using structural equation modelling. This leads to the main conclusion that a ‘‘realized absorptive capacity’’ is unlikely without being fostered by the transference and storage of new knowledge and it therefore requires empowerment by its facilitating factors. Practical implications – The key managerial implication of this paper is that the survival and success of banks requires that administrators and the organizations they manage meet the challenge of combining external knowledge with internal knowledge. Originality/value – This paper provides empirical support for the argument that the impacts of external knowledge move up from the individuals to groups and then the entire organization. This interaction represents a single-loop learning processMinisterio de Educación ECO2011-28 641-C02-0

The effect of organizational memory on organizational agility: Testing the role of counter-knowledge and knowledge application

Purpose: Intellectual capital includes what employees know, and the agility to search and retrieve knowledge (organizational agility). Organizational agility could be seen as the result of using validated routines and protocols (knowledge application), but also as the result of using unproven theories, rumours, colloquial expressions or sayings (counterknowledge), which means that organizational memory may enable both the application of good knowledge and the mitigation of counter-knowledge. This study examines the links between a firm’s organizational memory, counter-knowledge, knowledge application, and organizational agility. Design/ Methodology/ Approach: Using SmartPLS 3.2.8 in a sample of 112 companies the following questions were addressed: Does the improvement of organizational memory result in the growth of organizational agility? Does the growth of counter-knowledge and knowledge application at the same time hinder the enhancement of organizational agility? Findings: The results support that organizational memory not only enhances the application of gained knowledge, but also allows the spreading of rumours, gossip, and inappropriate or false beliefs (counter-knowledge). Furthermore, results support that the knowledge that emerges from the development in parallel or simultaneous of counterknowledge and knowledge application provides bad references, which will lead to a degradation of organizational agility. Practical implications: When supporting organizational agility, managers should be conscious of the urgency of counteracting the misuse of counter-knowledge. Originality/ Value: These findings make an important contribution to what is potentially a barrier to innovation and creativity, helping managers overcome the problems associated with misunderstandings or wrong assumptions derived from counterknowledge

An explanatory and predictive PLS-SEM approach to the relationship between organizational culture,organizational performance and customer loyalty: The case of health clubs

Purpose This study aims to analyze the impact and predictive capacity of organizational culture on both customer loyalty and organizational performance in health clubs using data from managers and customers of health clubs in Spain. Design/methodology/approach A total of 101 managers were asked to measure organizational culture and organizational performance and 2,931 customers were asked to indicate their customer loyalty. The proposed hypotheses were tested and their predictability assessed through PLS-SEM. A composite concept was adopted to analyze the relationships between the different constructs and their indicators. Findings The findings suggest that organizational culture has a positive relationship with both customer loyalty and organizational performance. The four main dimensions of organizational culture that influence this relationship are, in order of significance, organizational presence, formalization, atmosphere and service-equipment. The authors’ model has a very good predictive power for both dependent variables. Originality/value Customer loyalty is an aspect of health clubs that can be improved. This study highlights the importance of creating a strong organizational culture in health clubs, as it enhances and predicts customer loyalty and organizational performance. Its predictability has already been tested with samples of managers and customers, with the analysis being performed from the perspective of the organization’s management and customer perceptions. This study also contributes to the field of sport management, using a predictive PLS-SEM techniqu

Developing an integrated vision of customer value

Purpose – The aim of this paper is to contribute to the service management literature by identifying the possible relationship between customer value seen from the customer perspective and from the firm perspective, and its potential influence on the value created for the service customer. The authors have not found any papers which focus on the relationship between these different perspectives of customer value, and the aim is to fill this gap in the literature. Design/methodology/approach – The paper proposes that a relationship between the different perspectives exists and attempts to create an integrated vision of customer value. Findings – The proposed model shows that it is the relationship between customer value from the customer’s point of view and customer value from the firm’s point of view that really creates value. Practical implications – The paper can influence the current service management of firms with regard to customer value creation in several ways. Originality/value – From the existing literature, it is deduced that customer value can be seen as perceived value (the customer perspective) or as value creation and appropriation (the firm perspective). The paper proposes that these three types of value are equivalent in an important level and should always be interrelate

The cycle of customer value: a model of return

The aim of this paper is to contribute to the strategic management literature by identifying a relationship between customer value seen from the customer perspective and customer value seen from the firm perspective, and how this relationship might affect the value created for the customer. We propose that such a relationship exists, and attempt to create an integrated view of customer value. We have not found any papers that focus on the relationship between these two perspectives of customer value, and our aim is to bridge this gap in the literature. Thus, the authors test, in a quantitative study utilizing structural equation models (SEM), how a firm should create value in order to be perceived by the customers, and how this value could be appropriated in the international banking industry. The results show to the managers that value creation impacts on perceived value but not on value appropriatio

The use of organizational capabilities to increase customer value

The importance of the customer's role in the management of a firm has been increasing for the last twenty years. A firm's organizational capabilities, both internally and externally oriented, are essential for increasing customer value creation and the focus of this paper is on market orientation, knowledge management and customer relationship management. The aim of the study is also to identify possible combinations of these organizational capabilities and to propose and analyze a sequence that will allow the creation of superior customer value. Thus, the authors test how a firm should recombine its existing capabilities when customers demand superior value in the Spanish banking industry. The results show that a specific combination of organizational capabilities can increase the customer valueMinisterio de Educación ECO2011-28 641-C02-0

Creating dynamic capabilities to increase customer value

Purpose – The purpose of this paper is to contribute to the strategic management literature by identifying possible combinations of three organizational capabilities (market orientation, knowledge management, and customer relationship management). It seeks to analyze the potential interaction between them that would lead to the creation of superior customer value. Design/methodology/approach – The research question is: “If the customer demands superior value, how should a firm combine its existing capabilities in order to offer this superior value?” Findings – It is clear that one should turn to dynamic capabilities to explain the connection between the interaction of these three capabilities and superior customer value. Firms are aware of the customers’ demand for superior value and need to know how to combine their existing capabilities to offer this superior value. Practical implications – A possible way of increasing the value created for the customer is proposed, which is a key factor for the increasing number of firms seeking new ways to achieve and maintain competitive advantage. Originality/value – It is posited that the interaction between the three proposed capabilities constitutes a dynamic capabilit