PROPUESTA DE UN MODELO DE GESTIÓN DE IDEAS ADAPTADO A LAS CARACTERÍSTICAS ORGANIZATIVAS Y DE INNOVACIÓN DE LAS EMPRESAS. EL CASO DE LA COMARCA DE LA SAFOR

La innovación es la base de las empresas del futuro. La razón la podemos encontrar en la presión ejercida por un mercado formado por clientes cada vez más exigentes debido a las múltiples posibilidades de interacción; en las nuevas tecnologías; en los competidores, cada vez más agresivos; o en el reconocimiento de un mundo globalizado y al mismo tiempo más pequeño por las facilidades de información y colaboración que se están dando. Podríamos seguir justificando la importancia de la innovación empresarial, pero ya existen muchas investigaciones que tratan este tema identificando además qué agrega valor y diferencia a la empresa en un ambiente altamente competitivo y globalizado. En consecuencia, no podemos imaginar una empresa de cualquier tamaño, sector o mercado, que no deba estar en todo momento preocupada por la innovación de cualquier tipo, de modo que estos procesos no sean sólo una iniciativa, sino un hábito que debe ser llevado con persistencia. Hemos pasado de innovar como "hacer de nuevo" a un conjunto mucho más amplio de elementos que forman un sistema de innovación, dándose esta en las empresas, universidades, centros de investigación, etc., integrándose todo de forma conjunta para configurar la capacidad innovadora de un país. Nuestra investigación se centra en uno de los aspectos de la innovación, como resultado de una nueva estructura de organización en las empresas, que implica la capacidad de las personas y empresas por aprender continuamente para adaptarse al continuo cambio que supone estar innovando. Esto implica cambios organizacionales que den lugar a la coordinación de nuevas formas de trabajo, consiguiéndose así a través de la innovación ventajas competitivas que diferencian a las empresas. En este contexto, hay que tener en cuenta que la posición competitiva de las empresas se encuentra en las amenazas y oportunidades del entorno y en sus fortalezas y debilidades, que no son estáticas y que van cambiando con el tiempo.Santandreu Mascarell, C. (2012). PROPUESTA DE UN MODELO DE GESTIÓN DE IDEAS ADAPTADO A LAS CARACTERÍSTICAS ORGANIZATIVAS Y DE INNOVACIÓN DE LAS EMPRESAS. EL CASO DE LA COMARCA DE LA SAFOR [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/15153Palanci

A Model for the Implementation of Lean Improvements in Healthcare Environments as Applied in a Primary Care Center

[EN] Companies operate in a competitive and changing environment requiring increasingly effective and efficient management strategies. Lean is a proven philosophy in the industrial sector having helped companies to adapt to rapid market changes; to economic, technical, and social complexities; and to customer needs. For this reason, companies in the service sector are adopting Lean to improve their service management and to achieve economic, social, and environmental sustainability. This paper presents a model which uses Lean tools to facilitate the introduction of Lean in the management of primary care centers. The results show the implementation of Lean improved primary care center management, achieved stated objectives, and demonstrated faster adaptation to environmental needs and changes. The Lean philosophy developed and applied in the primary care center proved useful at a professional level facilitating developmental changes and prompting lasting improvements by developing a sustainable work culture.Morell-Santandreu, O.; Santandreu Mascarell, C.; García Sabater, JJ. (2021). A Model for the Implementation of Lean Improvements in Healthcare Environments as Applied in a Primary Care Center. International Journal of Environmental research and Public Health (Online). 18(6):1-33. https://doi.org/10.3390/ijerph18062876S13318

Sustainability and Kaizen: Business Model Trends in Healthcare

[EN] Kaizen, or continuous improvement, is a management tool that allows the identification of activities that have no value in the processes examined. This identification leads to the improvement of these processes within any organization and promotes economic and social sustainability, and to a lesser extent environmental sustainability. Kaizen, already widely and successfully employed in the industrial sector, is now being applied in the health sector. However, the health sector tends to publish only the results of how processes have been improved in finely focused areas and the resulting benefits. The majority of the benefits focus on time and cost reduction. In this study, the authors carried out a bibliometric analysis using the Scimat program, which maps the thematic evolution of Kaizen in the health sector and its relationship with sustainability, in order to promote the interest of the health sector for this type of process improvement. The findings confirm that the implementation of Kaizen is recent and constantly evolves and grows, and that it can help economic and social sustainability, and to a lesser extent environmental sustainability.Morell-Santandreu, O.; Santandreu Mascarell, C.; García Sabater, JJ. (2020). Sustainability and Kaizen: Business Model Trends in Healthcare. Sustainability. 12(24):1-28. https://doi.org/10.3390/su122410622S1281224Sepetis, A. (2019). Sustainable Health Care Management in the Greek Health Care Sector. Open Journal of Social Sciences, 07(12), 386-402. doi:10.4236/jss.2019.712030Sustainable Healthcare—Working towards the Paradigm Shift https://www.anhinternational.org/wp-content/uploads/old/files/100617SustainableHealthcare_White-Paper.pdfWeisz, U., Haas, W., Pelikan, J. M., & Schmied, H. (2011). Sustainable Hospitals: A Socio-Ecological Approach. GAIA - Ecological Perspectives for Science and Society, 20(3), 191-198. doi:10.14512/gaia.20.3.10McGain, F., & Naylor, C. (2014). Environmental sustainability in hospitals – a systematic review and research agenda. Journal of Health Services Research & Policy, 19(4), 245-252. doi:10.1177/1355819614534836D’Andreamatteo, A., Ianni, L., Lega, F., & Sargiacomo, M. (2015). Lean in healthcare: A comprehensive review. Health Policy, 119(9), 1197-1209. doi:10.1016/j.healthpol.2015.02.002Norazlan, A. N. I., Habidin, N. F., Roslan, M. H., & Zainudin, M. Z. (2014). Investigation of kaizen blitz and sustainable performance for Malaysian healthcare industry. International Journal of Quality and Innovation, 2(3/4), 272. doi:10.1504/ijqi.2014.066381Patient Safety in Developing and Transitional Countries 2012 www.who.int/patientsafety/research/emro_afro_report.pdfElmontsri, M., Almashrafi, A., Banarsee, R., & Majeed, A. (2017). Status of patient safety culture in Arab countries: a systematic review. BMJ Open, 7(2), e013487. doi:10.1136/bmjopen-2016-013487Paul Brunet, A., & New, S. (2003). Kaizenin Japan: an empirical study. International Journal of Operations & Production Management, 23(12), 1426-1446. doi:10.1108/01443570310506704Ferreira, D. M. C., & Saurin, T. A. (2019). A complexity theory perspective of kaizen: a study in healthcare. Production Planning & Control, 30(16), 1337-1353. doi:10.1080/09537287.2019.1615649Chahal, H., & Fayza, N. A. (2016). An exploratory study on kaizen muda and organisational sustainability: patients’ perspective. International Journal of Lean Enterprise Research, 2(1), 81. doi:10.1504/ijler.2016.078249Ishijima, H., Nishikido, K., Teshima, M., Nishikawa, S., & Gawad, E. A. (2019). Introducing the «5S-KAIZEN-TQM» approach into public hospitals in Egypt. International Journal of Health Care Quality Assurance, 33(1), 89-109. doi:10.1108/ijhcqa-06-2018-0143Mazzocato, P., Stenfors-Hayes, T., von Thiele Schwarz, U., Hasson, H., & Nyström, M. E. (2016). Kaizen practice in healthcare: a qualitative analysis of hospital employees’ suggestions for improvement. BMJ Open, 6(7), e012256. doi:10.1136/bmjopen-2016-012256Gowen, C. R., McFadden, K. L., & Settaluri, S. (2012). Contrasting continuous quality improvement, Six Sigma, and lean management for enhanced outcomes in US hospitals. American Journal of Business, 27(2), 133-153. doi:10.1108/19355181211274442Grove, A. L., Meredith, J. O., MacIntyre, M., Angelis, J., & Neailey, K. (2010). UK health visiting: challenges faced during lean implementation. Leadership in Health Services, 23(3), 204-218. doi:10.1108/17511871011061037Ho, S. K. M. (2010). Integrated lean TQM model for global sustainability and competitiveness. The TQM Journal, 22(2), 143+-158. doi:10.1108/17542731011024264DelliFraine, J. L., Langabeer, J. R., & Nembhard, I. M. (2010). Assessing the Evidence of Six Sigma and Lean in the Health Care Industry. Quality Management in Health Care, 19(3), 211-225. doi:10.1097/qmh.0b013e3181eb140eSouza, J. P. E., & Alves, J. M. (2018). Lean-integrated management system: A model for sustainability improvement. Journal of Cleaner Production, 172, 2667-2682. doi:10.1016/j.jclepro.2017.11.144Costa, L. B. M., & Godinho Filho, M. (2016). Lean healthcare: review, classification and analysis of literature. Production Planning & Control, 27(10), 823-836. doi:10.1080/09537287.2016.1143131Costa, D. G. da, Pasin, S. S., Magalhães, A. M. M. de, Moura, G. M. S. S. de, Rosso, C. B., & Saurin, T. A. (2018). Analysis of the preparation and administration of medications in the hospital context based on Lean thinking. Escola Anna Nery, 22(4). doi:10.1590/2177-9465-ean-2017-0402Van Aken, J., Chandrasekaran, A., & Halman, J. (2016). Conducting and publishing design science research. Journal of Operations Management, 47-48(1), 1-8. doi:10.1016/j.jom.2016.06.004Glover, W. J., Farris, J. A., Van Aken, E. M., & Doolen, T. L. (2011). Critical success factors for the sustainability of Kaizen event human resource outcomes: An empirical study. International Journal of Production Economics, 132(2), 197-213. doi:10.1016/j.ijpe.2011.04.005Glover, W. J., Liu, W., Farris, J. A., & Van Aken, E. M. (2013). Characteristics of established kaizen event programs: an empirical study. International Journal of Operations & Production Management, 33(9), 1166-1201. doi:10.1108/ijopm-03-2011-0119Aij, K. H., & Rapsaniotis, S. (2017). Leadership requirements for Lean versus servant leadership in health care: a systematic review of the literature. Journal of Healthcare Leadership, Volume 9, 1-14. doi:10.2147/jhl.s120166Garcia, S., Cintra, Y., Torres, R. de C. S. R., & Lima, F. G. (2016). Corporate sustainability management: a proposed multi-criteria model to support balanced decision-making. Journal of Cleaner Production, 136, 181-196. doi:10.1016/j.jclepro.2016.01.110The Sustainability Yearbook 2014 https://www.p-plus.nl/resources/articlefiles/SustainabilityYearbook2014.pdfRebelo, M. F., Santos, G., & Silva, R. (2016). Integration of management systems: towards a sustained success and development of organizations. Journal of Cleaner Production, 127, 96-111. doi:10.1016/j.jclepro.2016.04.011Cobo, M. J., López-Herrera, A. G., Herrera-Viedma, E., & Herrera, F. (2011). An approach for detecting, quantifying, and visualizing the evolution of a research field: A practical application to the Fuzzy Sets Theory field. Journal of Informetrics, 5(1), 146-166. doi:10.1016/j.joi.2010.10.002Cobo, M. J., López-Herrera, A. G., Herrera-Viedma, E., & Herrera, F. (2012). SciMAT: A new science mapping analysis software tool. Journal of the American Society for Information Science and Technology, 63(8), 1609-1630. doi:10.1002/asi.22688Martínez-Jurado, P. J., & Moyano-Fuentes, J. (2014). Lean Management, Supply Chain Management and Sustainability: A Literature Review. Journal of Cleaner Production, 85, 134-150. doi:10.1016/j.jclepro.2013.09.042López-Robles, J.-R., Guallar, J., Otegi-Olaso, J.-R., & Gamboa-Rosales, N.-K. (2019). El profesional de la información (EPI): Bibliometric and thematic analysis (2006-2017). El Profesional de la Información, 28(4). doi:10.3145/epi.2019.jul.17WOS Database Available from the Spanish Foundation for Science and Technology https://www.recursoscientificos.fecyt.es/Fundación Española para la Ciencia y la Tecnología (FECYT) www.fecyt.esJiménez-García, M., Ruiz-Chico, J., Peña-Sánchez, A. R., & López-Sánchez, J. A. (2020). A Bibliometric Analysis of Sports Tourism and Sustainability (2002–2019). Sustainability, 12(7), 2840. doi:10.3390/su12072840Chiarini, A., Baccarani, C., & Mascherpa, V. (2018). Lean production, Toyota Production System and Kaizen philosophy. The TQM Journal, 30(4), 425-438. doi:10.1108/tqm-12-2017-0178Garcia, J. A. M., Sabater, J. J. G., & Bonavia, T. (2009). The impact of Kaizen Events on improving the performance of automotive components’ first-tier suppliers. International Journal of Automotive Technology and Management, 9(4), 362. doi:10.1504/ijatm.2009.028524Schwerdtle, P. N., Maxwell, J., Horton, G., & Bonnamy, J. (2019). ‘12 tips for teaching environmental sustainability to health professionals’. Medical Teacher, 42(2), 150-155. doi:10.1080/0142159x.2018.1551994Vergunst, F., Berry, H. L., Rugkåsa, J., Burns, T., Molodynski, A., & Maughan, D. L. (2019). Applying the triple bottom line of sustainability to healthcare research—a feasibility study. International Journal for Quality in Health Care, 32(1), 48-53. doi:10.1093/intqhc/mzz049Aznar Mínguet, P., & Barrón Ruiz, Á. (2017). El desarrollo humano sostenible: un compromiso educativo. Teoría de la Educación. Revista Interuniversitaria, 29(1), 25-53. doi:10.14201/teoredu291253Herrera, J., & de las Heras-Rosas, C. (2020). Corporate Social Responsibility and Human Resource Management: Towards Sustainable Business Organizations. Sustainability, 12(3), 841. doi:10.3390/su12030841Leite, H., Bateman, N., & Radnor, Z. (2019). Beyond the ostensible: an exploration of barriers to lean implementation and sustainability in healthcare. Production Planning & Control, 31(1), 1-18. doi:10.1080/09537287.2019.1623426Maghsoudi, T., Cascón-Pereira, R., & Beatriz Hernández Lara, A. (2020). The Role of Collaborative Healthcare in Improving Social Sustainability: A Conceptual Framework. Sustainability, 12(8), 3195. doi:10.3390/su12083195Stelson, P., Hille, J., Eseonu, C., & Doolen, T. (2017). What drives continuous improvement project success in healthcare? International Journal of Health Care Quality Assurance, 30(1), 43-57. doi:10.1108/ijhcqa-03-2016-0035Alvarado Ramírez, K., & Pumisacho Álvaro, V. (2017). Prácticas de mejora continua, con enfoque Kaizen, en empresas del distrito metropolitano de Quito: Un estudio exploratorio. Intangible Capital, 13(2), 479. doi:10.3926/ic.901Daly, H. E. (1990). Toward some operational principles of sustainable development. Ecological Economics, 2(1), 1-6. doi:10.1016/0921-8009(90)90010-

What do we know about rubrics used in higher education?

Castellano: Objeto: En este artículo comparamos las estrategias de búsqueda y los resultados de tres revisiones de literatura recientes sobre uso rúbricas en educación. Con todo ello pretendemos identificar qué se sabe, que no se sabe aún y si hay material para lanzar una nueva revisión de literatura en estos momentos. Diseño/metodología/enfoque: Análisis comparado de las tres revisiones de literatura reciente y búsqueda sistemática de literatura. Aportaciones y resultados: De los 142 artículos incluidos en las tres revisiones recientes, pocos se centran en docencia universitaria y los resultados no se presentan desagregados por niveles educativos. Consideramos que no existe una respuesta científica concluyente para cómo crear y validar una rúbrica para evaluación de asignaturas universitarias, ni para qué sirven las rúbricas, ni si vale la pena el esfuerzo de desarrollarlas. Las recomendaciones para el uso adecuado de rúbricas están basadas en evidencias anecdóticas sin una metodología robusta y contrastada. Tampoco es fácil localizar qué asignaturas, ni qué objetos, ni en qué contextos han sido objeto de investigación las rúbricas, ni qué rúbricas validadas hay disponibles para ellos. Originalidad / Valor añadido: Hemos realizado una nueva revisión y comparamos los artículos seleccionados con los utilizados en las revisiones anteriores. Hemos localizado 241 nuevos artículos no incluidos en las revisiones anteriores. Probablemente con todo este nuevo material se pueda realizar en el futuro algún meta-análisis.English: Purpose: In this paper we compare the search strategies and the results of three recent literature reviews on the rubrics use in education. With all this we aim to identify what is known, what it is not known yet and if there is material to launch a new literature review right now. Design/methodology: Comparative analysis of three recen literature reviews and systematic literature review. Findings: Of the 142 papers included in the three recent reviews, few focus on university learning and the results are not broken down by educational level. We believe that there is no conclusive scientific answer to how to create and validate an assessment rubric for university courses, or what purpose they serve , or if it's worth the effort to develop them. Recommendations for the appropriate use of rubrics are based on anecdotal evidence without robust and proven methodology. Nor is easy to find what subjects, or what objects, and in what contexts have been investigated the rubrics or which validated rubrics are available. Originality/value: We conducted a new review and we compare the selected papers with those used in previous reviews. We have located 142 new papers not included in previous reviews. Probably all this new material can be used in the future for a metaanalysis.Peer Reviewe

Entepreneurial and innovative competences, are they the same?

This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here www.emeraldinsight.com/0025-1747.htm. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.Purpose - This paper aims to study competencies between two groups of professionals: employees in innovative companies and entrepreneurs. Therefore the following questions arise: Are these two types of competences the same? Do innovative companies demand an entrepreneurial profile? Are entrepreneurs' companies spontaneously innovative? Design/methodology/approach - This paper analyses personal competences in two different groups of professionals. On one hand the authors work the common characteristics among successful entrepreneurs; on the other, they study the competences that innovative companies demand of their employees. The authors study if there is an overlap between both types of competences, considering that the areas in common may represent a training opportunity for both the entrepreneurs and organizations seeking innovation. Findings - The authors find that innovative organizations value six characteristics in their employees, which are related to entrepreneurs' characteristics and describe individuals within the organization that are able to work in teams, are committed to their work, seek information and new opportunities, and are able to take risks in innovative ventures. However, there are characteristics that entrepreneurs have and that organizations that want to be innovative are not seeking. If employees had these characteristics, they would allow them to be persistent despite difficulties. Finally, the authors find that there is a competence that innovative organizations need but entrepreneurs may not have, which is having previous experience in the field. Originality/value - The paper shows that the individual competencies that characterize the entrepreneur are also found in innovative organizations.Santandreu Mascarell, C.; Garzón Benítez, MD.; Knorr, H. (2013). Entepreneurial and innovative competences, are they the same?. Management Decision. 51(5):1084-1095. doi:10.1108/MD-11-2012-0792S10841095515Becherer, R.C. and Maurer, J.G. (1999), “The proactive personality disposition and entrepreneurial behaviour among small company presidents”,Journal of Small Business Management, Vol. 37 No. 1, pp. 28‐36.Bergh, P., Thorgren, S., & Wincent, J. (2009). Entrepreneurs learning together: The importance of building trust for learning and exploiting business opportunities. International Entrepreneurship and Management Journal, 7(1), 17-37. doi:10.1007/s11365-009-0120-9Bunk, G.P. (1994), “Teaching competence in initial and continuing vocational training in the Federal Republic of Germany”,Vocational Training European Journal, Vol. 1, pp. 8‐14.Canina, L., Palacios, D., & Devece, C. (2010). Management theories linking individual and organizational level analysis in entrepreneurship research. International Entrepreneurship and Management Journal, 8(3), 271-284. doi:10.1007/s11365-010-0166-8CHIESA, V. (1996). Development of a technical innovation audit. Journal of Product Innovation Management, 13(2), 105-136. doi:10.1016/0737-6782(95)00109-3Choi, B., & Lee, H. (2003). An empirical investigation of KM styles and their effect on corporate performance. Information & Management, 40(5), 403-417. doi:10.1016/s0378-7206(02)00060-5Cunningham, J.B. and Lischeron, J. (1991), “Defining entrepreneurship”,Journal of Small Business Management, Vol. 29 No. 1, pp. 45‐61.Garzón, M. D. (2009). A comparison of personal entrepreneurial competences between entrepreneurs and CEOs in service sector. Service Business, 4(3-4), 289-303. doi:10.1007/s11628-009-0090-6Glaser, B. (2002), “Conceptualization: on theory and theorizing using grounded theory”,International Journal of Qualitative Methods, Vol. 1 No. 2, available at: www.ualberta.ca/∼ijqm/.Evans, D., & Volery, T. (2001). Online business development services for entrepreneurs: an exploratory study. Entrepreneurship & Regional Development, 13(4), 333-350. doi:10.1080/08985620110052274Kreiser, P.M., Marino, L.D. and Weaver, K.M. (2002), “Assessing the psychometric properties of the entrepreneurial orientation scale: a multi‐country analysis”,Entrepreneurship: Theory and Practice, Vol. 26 No. 4, pp. 71‐95.McClelland, D.C. (1962), “Business drive and national achievement”,Harvard Business Review, Vol. 40 No. 4, pp. 99‐112.McClelland, D. C. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392. doi:10.1037/h0021956Marin‐Garcia, J.A., García‐Sabater, J.P. and Canós‐Darós, L. (2010), “Industrial engineering and the design of new European degrees”,Dirección y Organización, Vol. 40, pp. 35‐43.Marin-Garcia, J. A., Garcia-Sabater, J. P., Perello-Marin, M. R., & Canos-Daros, L. (2009). Proposal of skills for the bachelor degree of Industrial Engineering in the context of the new curriculum. Intangible Capital, 5(4). doi:10.3926/ic.2009.v5n4.p387-406Murillo, D., & Lozano, J. M. (2006). SMEs and CSR: An Approach to CSR in their Own Words. Journal of Business Ethics, 67(3), 227-240. doi:10.1007/s10551-006-9181-7Nielsen, S. L., & Lassen, A. H. (2011). Identity in entrepreneurship effectuation theory: a supplementary framework. International Entrepreneurship and Management Journal, 8(3), 373-389. doi:10.1007/s11365-011-0180-5Nissan, E., Galindo Martín, M.-Á., & Méndez Picazo, M.-T. (2011). Relationship between organizations, institutions, entrepreneurship and economic growth process. International Entrepreneurship and Management Journal, 7(3), 311-324. doi:10.1007/s11365-011-0191-2Nonaka, I. (2000). A firm as a knowledge-creating entity: a new perspective on the theory of the firm. Industrial and Corporate Change, 9(1), 1-20. doi:10.1093/icc/9.1.1Ortt, J. R., & Smits, R. (2006). Innovation management: different approaches to cope with the same trends. International Journal of Technology Management, 34(3/4), 296. doi:10.1504/ijtm.2006.009461Quinn, J.B., Anderson, P. and Finkelstein, S. (1996), “La Gestión del Intelecto Profesional: Sacar el Máximo de los Mejores”,Harvard Deusto Business Review, Vol. 75, Noviembre‐Diciembre, pp. 4‐17.Rothwell, R. (1992). Successful industrial innovation: critical factors for the 1990s. R&D Management, 22(3), 221-240. doi:10.1111/j.1467-9310.1992.tb00812.xSantandreu-Mascarell, C., Canós-Darós, L., & Pons-Morera, C. (2011). Competencies and skills for future Industrial Engineers defined in Spanish degrees. Journal of Industrial Engineering and Management, 4(1). doi:10.3926/jiem.2011.v4n1.p13-30Souitaris, V. (2002). Technological trajectories as moderators of firm-level determinants of innovation. Research Policy, 31(6), 877-898. doi:10.1016/s0048-7333(01)00154-8ZHOU, Y., MINSHALL, T., & HAMPDEN-TURNER, C. (2010). BUILDING INNOVATION CAPABILITIES: AN INQUIRY INTO THE DYNAMIC GROWTH PROCESS OF UNIVERSITY SPIN-OUTS IN CHINA. International Journal of Innovation and Technology Management, 07(03), 273-302. doi:10.1142/s0219877010002082Tajeddini, K., & Mueller, S. L. (2011). Corporate entrepreneurship in Switzerland: evidence from a case study of Swiss watch manufacturers. International Entrepreneurship and Management Journal, 8(3), 355-372. doi:10.1007/s11365-011-0179-yVan Praag, C. M., & Versloot, P. H. (2007). What is the value of entrepreneurship? A review of recent research. 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Adapting Higher Education through Skills to the Professional Needs

[EN] This article aims to show the importance of studying on the part of universities to acquire the skills they need workers in companies today that these are innovative, are constantly changing and constantly adapt to the environment. Universities have a key role in the training of future employees and recycling of these. Therefore must know what capabilities should train their students to these meet the needs of today's business environment. Universities should be continuously updated and adapted to the needs of their customers, companies. At this time the universities must be aware of the business needs to innovate and therefore should pay special attention to train entrepreneurs and intrapreneurs. Therefore, in any grade must have skills that make their students to be innovators, entrepreneurs and intrapreneurs.PIME A16/12. Análisis comparativo de competencias en los nuevos grados.Santandreu Mascarell, C.; Canós-Darós, L. (2014). Adapting Higher Education through Skills to the Professional Needs. International Review of Management and Business Research. 3(3):1645-1659. http://hdl.handle.net/10251/62849S164516593

Propuesta de modelo de gestión de responsabilidad social:Trabajo infantil

[EN] In a globalized economy of today there are multinational companies operating in various sectors of activity, being present in different countries, can take advantage of reduced labor costs using child labor. This behavior is independent of the competitive international business follow: multidomestic, international, global or transnational. Obviously, this situation is not recommended in any case and bodies such as the International Labour Organization (ILO) have presented their recommendations. Also, a number of initiatives dedicated to promoting fair work cited the problem of child exploitation. Specifically, Conventions C 182 and C 183, and Recommendations 146 and 190, and the SA8000 social responsibility at work, in addition to the UNE-ISO 26000 guide social. This responsibility standards are voluntary and not offer any certification. With this article is to explain the importance of social responsibility, especially in child labor and show how their certification, such as quality, innovation and the environment, could help improve compliance.[ES] En una economía globalizada como la de hoy en día existen empresas multinacionales que operan en diversos sectores de actividad que, por estar presentes en distintos países, pueden aprovecharse de la reducción de costes de mano de obra utilizando trabajo infantil. Este comportamiento es independiente de la estrategia competitiva internacional que siga la empresa: multidoméstica, internacional, global o transnacional.Obviamente, esta situación no es recomendable en ningún caso y organismos como la Organización Internacional del Trabajo (OIT) han expuesto sus recomendaciones al respecto. Así mismo, una serie de iniciativas dedicadas al fomento del trabajo justo han citado el problema de la explotación infantil. En concreto, los Convenios C 182 y C 183; las Recomendaciones 146 y 190; y la norma SA 8000 sobre responsabilidad social en el trabajo, además de la norma UNE-ISO 26000 guía de responsabilidad social.Estas normas son de carácter voluntario y no ofrecen ninguna certificación. Con este artículo se pretende difundir la importancia de la responsabilidad social, sobre todo en el trabajo infantil y mostrar como su certificación, como la calidad, la innovación y el medio ambiente, podría ayudar a mejorar su cumplimiento.Santandreu Mascarell, C.; Pons Morera, C. (2013). Propuesta de modelo de gestión de responsabilidad social:Trabajo infantil. Revista sobre la infancia y la adolescencia. (4):91-112. doi:10.4995/reinad.2013.1347911124AccountAbility AA1000. http://www.accountability.org/.Bartlett, C.A. y Ghoshal, S. (1991). Global strategic management: impact on the new.Coalición de economías socialmente responsables. www.ceres.org.Fundación de la Innovación Bankinter (2009). Innovación social. Reinventando el desarrollo sostenible. Disponible en http://www.fundacionbankinter.org/es/publications/social-innovation-reinventing-sustainable-development.Gil, A.M., Varela, G., y González, A. (2008a). Guía práctica para abordar la innovación y su gestión en las empresas del sector de la edificación residencial. www.garraioak.ejgv.euskadi.net.).Global Reporting Initiative. https://www.globalreporting.org/Pages/default.aspx.Guedez, V. (2006). Ética y práctica de la responsabilidad social empresarial. El aporte de la empresa al capital social. Caracas, Venezuela: Editorial Planeta.Guedez, V. (2008). Ser confiable. Responsabilidad social y reputación empresarial. Caracas, Venezuela: Editorial Planeta.Canós-Darós L. y Ramón-Fernández F. (2010). La auditoría social ante el trabajo de los menores en las empresas multinacionales. Situación de los menores inmigrantes no acompañados, La "Su protección e integración. Tirant Lo Blanch.León, M. F., Baptista, M. V. y Contreras, H. (2012). La innovación social en el contexto de la responsabilidad social empresarial. FORUM Empresarial. Vol. 17, Núm. 1, mayo, pp. 31-63Libro Verde. Fomentar un marco europeo para la responsabilidad social de las empresas. COMISIÓN DE LAS COMUNIDADES EUROPEAS. Bruselas, 18.7.2001. http://www.observatoriorsc.org/images/documentos/politicas_publicas/ue/libroverde.pdfOrganización Internacional del Trabajo (OIT). http://www.ilo.org/global/lang--es/index.htm.Organización Internacional del Trabajo (OIT): C138 Convenio sobre la edad mínima, 1973Organización Internacional del Trabajo (OIT): C182 Convenio sobre las peores formas de trabajo infantil, 1999Organización Internacional del Trabajo (OIT): R146 Recomendación sobre la edad mínima, 1973Organización Internacional del Trabajo (OIT): R190 Recomendación sobre las peores formas de trabajo infantil, 1999.Programa medioambiental de Naciones Unidas. www.unep.org.SA 8000. http://www.sa-intl.org/index.cfm?fuseaction=Page.ViewPage&PageID=937.SGE 21. http://www.roadmap.es/workspaces/sa8000-sge21.UNE 166002 Gestión de la I+D+i: requisitos del Sistema de Gestión de la I+D+i. http://www.aenor.es/aenor/normas/normas/fichanorma.asp?tipo=N&codigo=N0036136.UNE-ISO 26000 Guía de responsabilidad social. http://www.aenor.es/actualidad/noticias.asp

Data Set on the Use of Continuous Improvement Programs in Companies From Open-Ended Questions

Juarez-Tarraga, A.; Santandreu Mascarell, C.; Marin-Garcia, JA. (2021). Data Set on the Use of Continuous Improvement Programs in Companies From Open-Ended Questions. Frontiers in Psychology. 12:1-10. https://doi.org/10.3389/fpsyg.2021.693727S1101

What are the main concerns of human resource managers in organizations?

[EN] Purpose: This study examines whether high involvement work programs (HIWP) are included in, and respond to, the priorities of HR managers in organizations. We analyze reports to identify the main concerns for managers, and compare the solutions implemented to address them, to evaluate the extent to which HIWP are adopted to meet these challenges. Design/methodology: To conduct this study we carried out a systematic literature review, selecting reports by consulting firms and human resource management associations. Findings: Our key findings from this research suggest that HIWP are used as a lever for change to meet the challenges faced by HR managers in organizations, the most urgent of which are talent management and improving leadership. Research limitations/implications: The paper identifies possible lines of research that respond specifically to the interests of the professional ambit and would be better appreciated by HR managers in companies. Practical implications: The issues raised are relevant to HR professionals, allowing them to compare their priorities against those of managers occupying similar positions, and to view a selection of the most commonly used programs to solve priority problems. This enables HRMs to plan ahead and prepare by providing them with an overview of the most important challenges they have to face. Originality/value: On the one hand in the professional arena, as they provide professionals with an overview of the challenges they face, so they can plan optimal HR management programs, work methods geared and identify improvement opportunities. And on the other hand, in the academic sphere, our study opens possible future research lines that may contribute to the development of the profession, identify research lines that genuinely address the concerns of professionals and could help reduce the gap that some researchers have identified between the academic and professional spheres.Juarez-Tarraga, A.; Santandreu Mascarell, C.; Marin-Garcia, JA. (2019). What are the main concerns of human resource managers in organizations?. Intangible Capital. 15(1):72-95. https://doi.org/10.3926/ic.1342S729515

Ecosystem Model Proposal in the Tourism Sector to Enhance Sustainable Competitiveness

[EN] Service companies in developed countries represent 70-80% of the Gross Domestic Product (GDP). In Spain, within the service sector, tourism is the main contributor and is growing annually. This is obviously an opportunity for the country due to its benefits and economic e¿ects but at the same time a well-structured, sustainable and competitive model for its continued development is needed in order to adopt best practices and reference innovative models from other sectors. A qualitative approach using Case Study, Grounded Theory and Delphi Method has been conducted to study the tourism sector in the city of Gandia, Valencia (Spain). Results show that a tourist destination with its different components and stakeholders involved in its value chain can be interpreted as an ecosystem and so reference ecosystem models could be adopted to boost the development of a region. Considering the results obtained, this study can contribute to the development of a tourist destination in a sustainable and innovative way.Morant-Martínez, O.; Santandreu Mascarell, C.; Canós-Darós, L.; Millet Roig, J. (2019). Ecosystem Model Proposal in the Tourism Sector to Enhance Sustainable Competitiveness. Sustainability. 11(23):1-15. https://doi.org/10.3390/su11236652S115112