Información del artículo
RESUMEN
En este estudio se teoriza e investiga empíricamente sobre un marco avanzado de análisis de los procesos formativos de las capacidades, para la determinación de su grado de complementariedad formativa, como punto de partida para una eficiente gestión de las capacidades organizativas. Los resultados sobre 136 organizaciones españolas de alta tecnología superaron las expectativas, puesto que demostraron, al mismo tiempo y sin efectos contrarios, la formación de una capacidad objetivo y de su homóloga relacionada. Las conclusiones y recomendaciones finales para la acción completan este trabajo.
CLASIFICACIÓN JEL:
M1
M2
PALABRAS CLAVE:
Complementariedad
Capacidades Relacionadas
Conocimiento Relacionado
Creación de Conocimiento
Recurso Humano
Flexibilidad
ABSTRACT
In this study theorizes and researches empirically on an advanced frame of analysis of the capabilities formative processes and his formative complementarity degree, like point of split for an efficient management of the organizational capabilities. The results on 136 Spanish high technology organizations surpassed the expectations, since they showed, to the same time and without contrary effects, the generation of an objective capability and of his homologous related. The conclusions and final recommendations for the action complete this work.
KEYWORDS:
Complementarity
Related Capabilities
Relatedness Knowledge
Knowledge Creation
Human Resource
Flexibility
JEL CLASSIFICATION:
M1
M2
El Texto completo está disponible en PDF
BIBLIOGRAFÍA
[AKGÜN et al., 2007]
A.E. AKGÜN, H. KESKIN, J.C. BYRNE, S. AREN.
Emotional and learning capability and their impact on product innovativeness and firm performance.
Technovation, 27 (2007), pp. 501-513
[BARNEY, 1991]
J.B. BARNEY.
Firms resources and sustained competitive advantage.
Journal of Management, 17 (1991), pp. 99-120
[BARON, and KENNY, 1986]
R.M. BARON, D.A. KENNY.
The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations.
Journal of Personality and Social Psychology, 51 (1986), pp. 1173-1182
[BECKER, and GERHART, 1996]
B.E. BECKER, B. GERHART.
The impact of HR management on organizational performance: Progress and prospects.
Academy of Management Journal, 39 (1996), pp. 779-801
[BERNHARD and SNEJINA, 2007]
N. BERNHARD, M. SNEJINA.
Knowledge management systems in multinational corporations: typology and transitional dynamics.
Long Range Planning, 40 (2007), pp. 314-340
[BHATTACHARYA et al., 2005]
M. BHATTACHARYA, D.E. GIBSON, D.H. DOTY.
The Effects of Flexibility in Employee Skills, Employee Behaviours, and Human Resource Practices on Firm Performance.
Journal of Management, 31 (2005), pp. 622-640
[BHATTACHARYA, 2000]
M. BHATTACHARYA.
People as a competitive edge: Examining the empirical relationship between HR flexibility and firm performance, Bell & Howell Information and Learning Company. Syracuse University, (2000),
[BIXLER, 2000]
C.H. BIXLER.
Creating a dynamic knowledge management maturity continuum for increased enterprise performance and innovation, Bell & Howell Information and Learning Company. The George Washington University, (2000),
[BYOUNGGU et al., 2006]
BYOUNGGU, S., POON, K. & DAVIS, J.G. (2006). Effects of knowledge management strategy on organizational performance: A complementarity theory-based approach. Omega, Vol. 36, Issue 2, April 2008, 235-251 (available online September 2006 in Science Direct).
[CARLAW and LIPSEY, 2002]
K.I. CARLAW, R.G. LIPSEY.
Externalities, Technological Complementarities and Sustained Economic Growth.
Research Policy, 31 (2002), pp. 1305-1315
[COLLINS and SMITH, 2006]
C.J. COLLINS, K.G. SMITH.
Knowledge exchange and combination: The role of human resource practices in the performance of high technology firms.
Academy of Management Journal, 49 (2006), pp. 544-560
[COLLINS et al., 2005]
C.J. COLLINS, K.G. SMITH, K.D. CLARK.
Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology firms.
Academy of Management Journal, 48 (2005), pp. 346-357
[COLLINS, 2000]
C.J. COLLINS.
Strategic HR management and knowledge-creation capability: Examining the black box between HR and firm performance, Bell & Howell Information and Learning Company. University of Maryland, (2000),
[DELERY, 1998]
J.E. DELERY.
Issues of fit in strategic HR management: Implications for research.
HR Management Review, 8 (1998), pp. 289-309
[DYER and SHAFER, 1998]
L. DYER, R.A. SHAFER.
From human resource strategy to organizational effectiveness: Lessons from research on organizational agility.
Research in Personnel and HR Management, 4 (1998), pp. 145-174
[EDVINSSON and MALONE, 1997]
L. EDVINSSON, M.S. MALONE.
Intellectual capital: Realizing your company's true value by finding its hidden brain power, Harper, (1997),
[GARCIA, 2002]
R. GARCIA.
Infusion effects of innovations on the technologically oriented new product development process, Bell & Howell Information and Learning Company. Michigan State University, (2002),
[GONZÁLEZ, 1991]
B. GONZÁLEZ.
Análisis multivariante. Aplicación al ámbito sanitario, SG Editores S.A. Barcelona, (1991),
[GRANT, 1991]
R.M. GRANT.
The Resource-Based Theory of Competitive Advantage: Implications for Strategic Formulation.
California Management Review, 33 (1991), pp. 114-135
[HAMEL, 1994]
G. HAMEL.
The concept of core competence.
Competence-based Competition, pp. 11-33
[HEDLUNG, 1994]
G. HEDLUNG.
A model of knowledge management and the N-form Corporation.
Strategic Management Journal, 15 (1994), pp. 73-90
[KANGAS, 2006]
L.M. KANGAS.
An assessment of the relationship between organizational culture and continuous knowledge management initiatives, Bell & Howell Information and Learning Company. Capella University, (2006),
[KATOU and BUDHWAR, 2006]
A.A. KATOU, P.S. BUDHWAR.
Human resource management systems and organizational performance: A test of a mediating model in the Greek manufacturing context.
International Journal of Human Resource Management, 17 (2006), pp. 1223-1253
[KAMOCHE, 1996]
K.N. KAMOCHE.
Strategic HR management within a resource-capability view of the firm.
Journal of Management Studies, 33 (1996), pp. 213-233
[LEONARD-BARTON, 1992]
D. LEONARD-BARTON.
Core capabilities and core rigidities: A paradox in managing new product development.
Strategic Management Journal, 13 (1992), pp. 111-125
[MAKRI, 2003]
M. MAKRI.
A knowledge-based approach to predicting innovation outcomes of high-technology mergers and acquisitions, Bell & Howell Information and Learning Company. Arizona State University, (2003),
[PENNINGS et al., 1998]
J.M. PENNINGS, K. LEE, A. WITTELSOOSTUIJN.
Human capital, social capital and firm dissolution.
Academy of Management Journal, 41 (1998), pp. 424-440
[RAVASI and SCHULTZ, 2006]
D. RAVASI, M. SCHULTZ.
Responding to organizational identity threats: Exploring the role of organizational culture.
The Academy of Management Journal, 49 (2006), pp. 433-458
[REED, 2000]
K.K. REED.
The dynamics of intellectual capital, Bell & Howell Information and Learning. The University of Connecticut, (2000),
[RICHEY et al., 2007]
R.G. RICHEY, P.J. DAUGHERTY, A.S. ROATH.
Firm technological readiness & complementarity: Capabilities impacting logistics service competency and performance.
Journal of Business Logistics, January (2007),
[SÁNCHEZ, 1995]
R. SÁNCHEZ.
Strategic flexibility in product competition.
Strategic Management Journal, 16 (1995), pp. 135-159
[SHY-MEI, 2006]
T. SHY-MEI.
Knowledge management system performance measure index.
Expert Systems with Applications, 34 (2006), pp. 734-745
[SNELL et al., 1996]
S.A. SNELL, M.A. YOUNDT, P.M. WRIGHT.
Establishing a framework for research in strategic HR management: Merging resource theory and organizational learning.
Personnel and HR Management, 14 (1996), pp. 61-90
[SNELL and DEAN, 1992]
S.A. SNELL, J.W. DEAN.
Integrated manufacturing and HR management: A human capital perspective.
Academy of Management Journal, 35 (1992), pp. 467-504
[TANRIVERDI, 2001]
H. TANRIVERDI.
Performance effects of corporate diversification: Roles of knowledge resources, knowledge management capability and information technology, Bell & Howell Information and Learning Company. Boston University, (2001),
[TEECE et al., 1997]
D.J. TEECE, G. PISANO, A. SHUEN.
Dynamic capabilities and strategic management.
Strategic Management Journal, 18 (1997), pp. 509-533
[TEECE, 1986]
D.J. TEECE.
Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy.
Research Policy 15, 6 (1986), pp. 285-305
[UPTON, 1995]
D.M. UPTON.
What really makes factories flexible?.
Harvard Business Review, 73 (1995), pp. 74-84
[WERNERFELT, 1984]
B. WERNERFELT.
A resource-based view of the firm.
Strategic Management Journal, 5 (1984), pp. 171-180
[WRIGHT and SNELL, 1998]
P.M. WRIGHT, S.A. SNELL.
Toward a unifying framework for exploring fit and flexibility in strategic human resource management.
Academy of Management Review, 23 (1998), pp. 756-772
[WRIGHT et al., 1994]
P.M. WRIGHT, G.C. MCMAHAN, A. MCWILLIAMS.
Human resources and sustained competitive: A resource-based perspective.
International Journal of Human Resource Management, 5 (1994), pp. 301-326
[YOUNDT and SNELL, 1998]
YOUNDT, M.A & SNELL, S.A. (1998). Human resource management, intellectual capital and organizational performance. Paper presented at the National Academy of Management Meeting in San Diego.
[ZÁRRAGA, 2001]
C.M. ZÁRRAGA.
Un modelo integrado de gestión del conocimiento en equipos de trabajo: Factores determinantes y mecanismos de actuación, Bell & Howell Information and Learning Company. Universidad de Las Palmas de Gran Canaria, (2001),
Copyright © 2010. Academia Europea de Dirección y Economía de la Empresa
