Estilos de liderazgo e intercambio de conocimiento: análisis del efecto mediador del clima de aprendizaje organizacional

En el contexto actual, las empresas se enfrentan a un entorno competitivo, dinámico y complejo, donde el conocimiento y la innovación se han convertido en los recursos dominantes que posibilitan la generación de ventajas competitivas. En este sentido, la presente investigación se centró en analizar de qué manera se puede promover el Intercambio de conocimiento entre los trabajadores de empresas que ofertan servicios de tecnología, haciendo una clara distinción entre el Conocimiento Tácito y Explícito existente dentro de una organización. Específicamente se analizó si los estilos de liderazgo transformacional y transaccional pueden influir sobre este tipo de conocimiento de forma directa y a través del clima de aprendizaje organizacional. Los resultados de esta investigación evidenciaron una relación directa entre el liderazgo transformacional y el intercambio de conocimiento tácito y explícito, mientras que el liderazgo transaccional no ejerce un efecto directo positivo sobre este comportamiento. Por otro lado, el clima de aprendizaje organizacional no media la relación entre los estilos de liderazgo y el intercambio de los dos tipos de conocimiento. El diseño de la investigación fue de tipo transversal y se utilizaron técnicas de análisis multivariante como análisis factorial confirmatorio y ecuaciones estructurales (SEM). Palabras Clave: Intercambio de Conocimiento, Liderazgo Transformacional, Liderazgo Transaccional, Aprendizaje OrganizacionalIn the recent context, companies face a competitive, dynamic and complex environment, where knowledge and innovation have become the dominant resources that enables competitive advantages generation. In this sense, the present investigation analyzed how knowledge sharing can be promoted among workers of companies that offer technology services, making a clear distinction between Tacit and Explicit Knowledge within an organization. Specifically, it was analyzed whether transformational and transactional leadership styles can influence this type of knowledge sharing directly and through the organizational learning climate. The results of this research showed a direct relationship between transformational leadership and tacit and explicit knowledge sharing, while transactional leadership does not exert a direct positive effect on this behavior. On the other hand, the organizational learning climate does not mediate the relationship between leadership styles and knowledge sharing. The research design was cross-sectional and multivariate analysis techniques were used as confirmatory factor analysis and structural equations (SEM). Keywords: Knowledge Sharing, Transformational Leadership, Transactional Leadership, Organizational LearningTesi

Absorptive Capacity in Inbound and Outbound Open Innovation in Emerging Economy context

The knowledge society is characterized by competitive and complex business environments, a situation that forces companies to develop permanent innovation processes to generate competitive advantages that allow them to survive in a new business environment. In response to this premise, dynamic capabilities and specifically Absorptive Capacity (ACAP), is the most relevant capacity to obtain higher levels of organizational performance. In this context, this study analyzed whether ACAP influences the development of inbound and outbound open innovation. Through surveys directed at 252 managers of SMEs that offer technology services in an emerging economy, and using the PLS-SEM technique, it was evidenced that ACAP has a positive relationship with Inbound and Outbound Open Innovation. The results reveal that the application of innovation models requires the development of dynamic capabilities, mainly absorptive capacity, with four of its components: assimilation, acquisition, transformation and exploitation. Organizations must adopt strategies to correctly detect and absorb external knowledge in order to establish an adequate connection with internal knowledge and, in this way, take advantage of the benefits inherent to open innovation