Identificación y descripción de las características de un líder global

El liderazgo ha sido definido de diferentes maneras por cientos de autores debido al contexto en el que estudian este concepto. Ninguna de estas definiciones es errónea pero algunas han tomado mayor importancia debido a los diferentes factores que enfrenta la sociedad. Desde hace unos años los países se han abierto a diferentes mercados lo cual les ha permitido eliminar las barreras políticas, económicas y culturales existentes. Esto ha llevado a que los líderes deban evaluar la nueva forma de dirigir y direccionar las organizaciones. Este es tan solo uno de los ejemplos que han llevado a modificar el concepto de liderazgo, añadiendo los nuevos retos a los que se ven enfrentados los líderes. En este trabajo de grado se estudia el que se considera uno de los mayores retos de los siglos XX y XXI: la globalización. Este fenómeno ha acercado al mundo a través del intercambio de información, de bienes, de servicios, de conocimientos y sobre todo de cultura. Esto se ha logrado a través de nuevas tecnologías, nuevos servicios de comunicación y transporte, de la ciencia y los avances de la industria. El nuevo líder debe romper la barrera nacional y abrirse a mercados extranjeros, para esto debe contar con ciertas características que le permitirán entender los diferentes mercados y a las personas que se encuentran en este. En este trabajo se identifican las que se consideran las principales características de un líder global; estas son el resultado de la investigación de diferentes autores y estudios.

As universidades corporativas e sua contribuição para a gestão do conhecimento nas organizações

O contexto atual da sociedade do conhecimento impulsiona as organizações e seus profissionais a buscarem novas de formas de agir para se manterem competitivos. Nessa sociedade, a inteligência, a criatividade e o próprio conhecimento são recursos produtivos essenciais. Às organizações, cabe um esforço no sentido do desenvolvimento de iniciativas para a geração de valor a partir desses recursos intangíveis. Aos profissionais, cabe buscar sua contínua recapacitação, atendendo à necessidade de atuarem como trabalhadores do conhecimento. As universidades corporativas surgiram nesse contexto, como uma abordagem estratégica para a atividade de treinamento e desenvolvimento da organização, acompanhando o realinhamento do sistema de Recursos Humanos, que assumiu um caráter mais estratégico e voltado para o negócio. Os objetivos dessa pesquisa envolvem a compreensão do que são e como funcionam as universidades corporativas no Brasil, analisando seu papel na gestão do conhecimento da organização. Verificou-se que essas instituições são uma evolução do sistema de treinamento e desenvolvimento e não atuam, ainda, como gestoras do conhecimento organizacional. A denominação "universidade" adotada por elas confere-lhes certo status, contudo constatou-se que as universidades corporativas não exploraram o potencial que conceito de universidade evoca: a permanente geração de novos conhecimentos. Apesar disso, não lhes pode ser negado o mérito de representarem um ponto de partida para que as organizações compreendam o conhecimento como um de seus recursos produtivos principais.

Economia Criativa e a Mídia Radical: laboratórios experimentais para a inovação de plataformas midiáticas, conteúdos e recursos midiáticos

The Creative Economy is an experimental laboratory for the creation , innovation , invention and reinvention of the universe of media - analog and digital . The scenery in the media and converging technologies favors the process of “ creative destruction and destructive creation “ of this field . The mapping of basins and technological corridors distributed through the territory of concentrated areas creates an infrastructural chassis for the production of content , information and entertainment . As locus and logos of immaterial production , digital ecology that gives speed to the flow of production - planning, fundraising , publishing , distribution and enjoyment - and allows the dispossession of their local clusters , the fragmentation and dilution of their creative chains . The collective cultural production and creation appropriating these capilarizados articles and produce content against political, economic and social status quo . The land is fertile and favorable to the emergence of radical media and rebels that recreate the public sphere , and edit poor public spheres , alternative , radical and efficient , the tactical point of view . This article aims to contribute to studies and research that scour the ecosystem of the media for understanding the management of their creative processes, actors and critics of tangible and intangible resources that support their communication actions .

A focused ethnographic study of community social capital

Social capital, a relatively new public health concept, represents the intangible resources embedded in social relationships that facilitate collective action. Current interest in the concept stems from empirical studies linking social capital with health outcomes. However, in order for social capital to function as a meaningful research variable, conceptual development aimed at refining the domains, attributes, and boundaries of the concept are needed. An existing framework of social capital (Uphoff, 2000), developed from studies in India, was selected for congruence with the inductive analysis of pilot data from a community that was unsuccessful at mobilizing collective action. This framework provided the underpinnings for a formal ethnographic research study designed to examine the components of social capital in a community that had successfully mobilized collective action. The specific aim of the ethnographic study was to examine the fittingness of Uphoff's framework in the contrasting American community. A contrasting context was purposefully selected to distinguish essential attributes of social capital from those that were specific to one community. Ethnographic data collection methods included participant observation, formal interviews, and public documents. Data was originally analyzed according to codes developed from Uphoff's theoretical framework. The results from this analysis were only partially satisfactory, indicating that the theoretical framework required refinement. The refinement of the coding system resulted in the emergence of an explanatory theory of social capital that was tested with the data collected from formal fieldwork. Although Uphoff's framework was useful, the refinement of the framework revealed, (1) trust as the dominant attribute of social capital, (2) efficacy of mutually beneficial collective action as the outcome indicator, (3) cognitive and structural domains more appropriately defined as the cultural norms of the community and group, and (4) a definition of social capital as the combination of the cognitive norms of the community and the structural norms of the group that are either constructive or destructive to the development of trust and the efficacy of mutually beneficial collective action. This explanatory framework holds increased pragmatic utility for public health practice and research. ^

Recursos intangibles como factores clave en la gestión estratégica de instituciones de educación superior y su impacto en los procesos de innovación

La presente investigación, tiene como objetivo analizar las influencias que ejercen los recursos intangibles (Gestión del Conocimiento, Marca, Reputación Organizacional y Responsabilidad Social) en la gestión estratégica de las instituciones de educación superior (IES) y el impacto de los mismos en los procesos de innovación a través del valor añadido que se transfiere al entorno. Se considera importante realizar un estudio sobre este tema dado que son las IES las encargadas de proporcionar los conocimientos y los nuevos hallazgos en innovaciones tecnológicas, que son transferidas al tejido productivo de las regiones, lo que proporciona crecimiento económico y mejoras en la calidad de vida. El estudio se enmarca dentro de los postulados de la teoría de los recursos y las capacidades (TRC) y de los intangibles, los cuales sirven de base a la investigación. Se planteó un sistema de hipótesis subdividido en dos vías de influencias. La primera, donde se analizan las influencias directas que ejercen los recursos intangibles sobre los resultados de las IES. La otra vía es la indirecta, que estudia las influencias que ejercen los recursos intangibles gestionados estratégicamente sobre los resultados de las IES. Esta investigación se ha concebido como no experimental, de tipo exploratorio, basada en el paradigma que busca explicar un fenómeno (variable dependiente) a través del comportamiento de las variables independientes. Es un estudio transversal, cuantitativo, que intenta describir las causas del fenómeno. Con el objeto de determinar las influencias o relaciones de causalidad que subyacen entre las variables, se utilizó la técnica del modelo de ecuaciones estructurales (SEM). La población objeto de estudio estuvo constituida por los 857 individuos pertenecientes a los consejos directivos de las IES, que forman parte de las base de datos que gestiona el Consorcio de Escuelas de Ingeniería de Latinoamérica y del Caribe y la Universidad Politécnica de Madrid, con un tamaño de muestra significativa de 250 directivos, lo que representa el 29,42% de la población. Como fuentes de recolección de información se utilizaron fuentes primarias y secundarias. Para recabar la información primaria se diseñó un cuestionario (ad hoc), el cual fue validado por expertos. La información de fuentes secundarias se extrajo de la bases de datos de la Red Iberoamericana de Ciencia y Tecnología (RICYT). Los resultados obtenidos indican que las influencias directas que pueden ejercer los recursos intangibles (Gestión del Conocimiento, Marca, Reputación Organizacional y Responsabilidad Social) no son significativas, por ello se rechazaron todas las hipótesis de la vía de influencia directa. Asimismo, de acuerdo con el contraste realizado al submodelo que representa la vía de influencia indirecta, resultaron significativas las influencias que ejercen los intangibles Gestión del Conocimiento y Reputación Organizacional, gestionadas estratégicamente sobre los resultados con valor añadido generado por las IES y transferidos al entorno. Sin embargo, no se apoyan todas las hipótesis del modelo, debido a que los constructos Marca y Responsabilidad Social resultaron no significativos. Las teorías sobre intangibles enmarcadas en la TRC no son del todo robustas y requieren de mayores esfuerzos por parte de los investigadores para lograr definir los constructos a utilizar. De igual forma, se sigue corroborando el desfase que existe entre las teorías que sustentan la investigación y las comprobaciones empíricas de las mismas. Además, se evidencia que las IES enfocan su actuación hacia la academia, por encima de las otras funciones, otorgando a la enseñanza e investigación y a la reputación organizacional una mayor importancia. Sin embargo, debido a su naturaleza no empresarial, las IES siguen manteniendo una filosofía de gestión enfocada a la generación y transmisión de conocimientos que crean reputación. Se excluyen los intangibles Marca y Responsabilidad Social, por considerar que no aportan valor a sus procesos internos o que están inmersos dentro de otros recursos intangibles. En conclusión, se corrobora el atraso de la gestión estratégica que presentan las IES en Latinoamérica. Se comprueba la no aplicación de postulados básicos de la gerencia moderna que contribuyan al manejo eficiente de todos sus recursos y al logro de sus objetivos. Esto deriva en la necesidad de modernizar la visión estratégica de las IES y en crear mejores mecanismos para lograr reconocer, mantener, proteger y desarrollar los Recursos Intangibles que poseen, realizando combinaciones de recursos óptimas, que maximicen la creación de valor para sí mismas y para la sociedad a la que pertenecen. ABSTRACT This research aims to analyze the influences exerted by intangible resources (Knowledge Management, Brand, Organizational Reputation and Social Responsibility) in the strategic management of higher education institutions (HEIs) and their impact in the innovation processes through the added value that is transferred to the environment. It is considered important to conduct a study on this issue since HEIs are responsible for providing knowledge and new findings on technological innovations, which are then, transferred to the productive fabric of these regions, providing economic growth and improvements in quality of life. The study is framed within the tenets of the Theory of Resources and Capabilities (TRC) and of intangibles which underlie this research. A system of hypotheses was raised which was subdivided into two pathways of influences. In the first system the direct influences exerted by intangible resources on the results of the IES are analyzed. The other system focuses on the indirect influences exerted by the strategically managed intangible resources on the HEIs results. This research is designed as experimental, exploratory and based on the paradigm that seeks to explain a phenomenon (the dependent variable) through the behavior of the independent variables. It is a crosssectional, quantitative study, which attempts to describe the causes of the phenomenon. In order to determine the influences or causal relationships among variables the structural equation modeling technique (SEM) was used. The population under study consisted of 857 individuals from the boards of HEIs, which are part of the database managed by the Consortium of Engineering Schools in Latin America and the Caribbean and the Technical University of Madrid, with a significant sample size of 250 managers which represents 29.42% of the population. As sources of information gathering primary and secondary sources were used. To collect primary information an ad-hoc questionnaire which was validated by experts was designed. The secondary information was extracted from the database of the Latin American Network of Science and Technology (RICYT). The results obtained indicate that the direct influences that intangible resources (Knowledge Management, Brand, Organizational Reputation and Social Responsibility) can exert are not significant. Therefore, all hypotheses related to direct influence were rejected. Also, according to the test made with the system which represents the indirect channel of influence, significant influences were exerted on the results with added value generated by the HEIs by the intangibles Knowledge Management and Organizational Reputation when they were managed strategically. However, all model hypotheses are not supported, because the constructs Brand and Social Responsibility were not significant. Theories of intangibles within the framework of the Theory of Resources and Capabilities are not entirely robust and require greater efforts by researchers to define the constructs to be used. Similarly the existing gap between the theories underpinning research and the empirical tests continues to be corroborated. In addition, there is evidence that HEIs focus their action on the academy neglecting the other functions, giving more importance to teaching, research and organizational reputation. However, due to their non-business nature, HEIs still maintain a management philosophy focused on the generation and transmission of knowledge which leads to reputation. The intangibles Brand and Social Responsibility are excluded, considering that they do not add value to their internal processes or are embedded within other intangible resources. In conclusion, the backwardness of HEIs’ strategic management in Latin America is confirmed. The lack of application of the basic principles of modern management that contribute to the efficient administration of all the resources and the achievement of objectives is proven. This leads to the need to modernize the strategic vision of HEIs and the need for better mechanisms to recognize, maintain, protect and develop the intangible resources they possess, achieving optimal combinations of resources in order to maximize the creation of value for them and for the society to which they belong.

Recursos intangibles: sistema de jerarquización para Instituciones de Educación Superior

Los sistemas intangibles y los sistemas de innovación son importantes en la generación de conocimientos que contribuyan al desarrollo de las Naciones. La finalidad de este estudio es jerarquizar los Recursos Intangibles presentes en las Instituciones de Educación Superior (IES), como parte de los Sistemas de Innovación. Se puede caracterizar como una investigación de tipo exploratorio, descriptiva. Los resultados de la jerarquización de los recursos intangibles indican como relevantes en las fases del sistema de innovación: Reputación Institucional. Formación y desarrollo del Recurso Humano, Capacidad de Innovación. Intangible resources and innovation systems are important in generating knowledge that contributes to developing nations. The purpose of this study is to ranking the present Intangible Resources in Higher Education Institutions (HEIs) as part of the Systems of Innovation. We performed an exploratory research, descriptive. The results of the ranking of relevant intangible assets as indicated in the phases of the innovation system: Institutional Reputation. Human Resource Training, innovation. Intangible resources enhance knowledge management processes and innovations in higher education institutions.

The response to and effects of microcomputers in the education sector:the introduction of an innovation in local authority secondary schools

The study addresses the introduction of an innovation of new technology into a bureaucratic profession. The organisational setting is that of local authority secondary schools at a time at which microcomputers were being introduced in both the organisational core (for teaching) and its periphery (school administration). The research studies innovation-adopting organisations within their sectoral context; key actors influencing the innovation are identified at the levels of central government, local government and schools.A review of the literature on new technology and innovation (including educational innovation), and on schools as organisations in a changing environment leads to the development of the conceptual framework of the study using a resource dependency model within a cycle of the acquisition, allocation and utilisation of financial, physical and intangible resources. The research methodology is longitudinal and draws from both positivist and interpretive traditions. lt includes an initial census of the two hundred secondary schools in four local education authorities, a final survey of the same population, and four case studies, using both interview methods and documentation. Two modes of innovation are discerned. In respect of administrative use a rationalising, controlling mode is identified, with local education authorities developing standardised computer-assisted administrative systems for use in schools. In respect of curricular use, in contrast, teachers have been able to maintain an indeterminate occupational knowledge base, derived from an ideology of professionalism in respect of the classroom use of the technology. The mode of innovation in respect of curricular use has been one of learning and enabling. The resourcing policies of central and local government agencies affect the extent of use of the technology for teaching purposes, but the way in which it is used is determined within individual schools, where staff with relevant technical expertise significantly affect the course of the innovation.

Global HR roles and factors influencing their development:evidence from emerging Indian IT services multinationals

The rapid growth of emerging markets’ multinational companies (MNCs) is a recent phenomenon and, as such, their nature and structure of key management processes, functions, and roles need further examination. While an abundance of low-cost labor is often the starting point of competitive advantage for many of the emerging markets’ MNCs, it is the optimum configuration of people, processes, and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles—namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development. The analysis also highlights that the HR function in Indian IT service MNCs faces several challenges in consolidating the early gains of internationalization, such as lack of decentralized decision making, developing a global mind-set, localization of the workforce, and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.

Dematerializálódás az értékteremtésben (Demate value creation)

Napjainkra az értékteremtés tényezőiben hangsúlyeltolódás ment végbe a korábban túlnyomó részben tárgyalt tárgyiasult elemekről a tudásalapú, kézzel megfoghatatlan, immateriális elemek felé. Az értékteremtés forrását alkotó erőforrások dematerializálódása, azaz az immateriális erőforrások szerepének növekedése már az 1990-es évek második felétől ismertté vált a nemzetközi szakirodalomban, azonban az érték és az értékteremtési folyamat immateriális elemeiről csak a XXI. században kezdődött vita. A szerző vizsgálatának középpontjában az értékteremtés koncepciója és az ebben fellelhető immateriális elemek állnak, kihangsúlyozva a dematerializálódást. _____ Nowadays we can realize a shift in the focus of value creation from the formerly well discussed tangible factors to the knowledge-intensive, immaterial, intangible factors. The dematerialization of resources, which is the phenomena of growing importance of intangible resources, is known from the second half of 1990’s in the literature, but the discussion from the intangible elements of value creation began only in the beginning of the 21st century. The concept of value creation and its intangible elements are in the focus of the paper as the emphasis of dematerialization.

The Adequacy of the Enterprise Resources Planning (ERP) Systems for the Creation of intangible Managerial Accounting Information: an exploratory study

The general objective of this work was to study the contribution of the ERP for the quality of the managerial accounting information, through the perception of managers of large sized Brazilian companies. The initial principle was that, presently, we live in an enterprise reality characterized by global and competitive worldwide scenery where the information about the enterprise performance and the evaluation of the intangible assets are necessary conditions for the survival, of the companies. The research of the exploratory type is based on a sample of 37 managers of large sized-Brazilian companies. The analysis of the data treated by means of the qualitative method showed that the great majority of the companies of the sample (86%) possess an ERP implanted. It also showed that this system is used in combination with other applicative software. The managers, in its majority, were also satisfied with the information generated in relation to the dimensions Time and Content. However, with regard to the qualitative nature of the information, the ERP made some analysis possible when the Balanced Scorecard was adopted, but information able to provide an estimate of the investments carried through in the intangible assets was not obtained. These results Suggest that in these companies ERP systems are not adequate to support strategic decisions.

El sistema de gestió documental de la Universitat de Barcelona: una funció de suport a la creació de patrimoni intangible?.

Es descriu el Projecte del Sistema de Gestió Documental de la Universitat de Barcelona (PSGD UB) destacant-ne la funció de creació, gestió, preservació i difusió del capital intel·lectual de la institució, alhora que s¿introdueixen els conceptes de recurs tangible, tot referint-se al patrimoni documental, i de patrimoni intangible per definir el conjuntdels recursos i activitats associats al coneixement. Per dur a terme aquest projecte es marquen tres grans línies estratègiques: la implantació del Sistema de Gestió Documental, la valorització del patrimoni documental i el foment de les aliances i de les relacions institucionals.

Identifying the role of natural resources in knowledge-based strategies of development

Knowledge has adopted a preferential role in the explanation of development while the evidence about the effect of natural resources in countries’ performance is more controversial in the economic literature. This paper tries to demonstrate that natural resources may positively affect growth in countries with a strong natural resources specialization pattern although the magnitude of these effects depend on the type of resources and on other aspects related to the production and innovation systems. The positive trajectory described by a set of national economies mainly specialized in natural resources and low-tech industries invites us to analyze what is the combination of factors that serves as engine for a sustainable development process. With panel data for the period 1996-2008 we estimate an applied growth model where both traditional factors and other more related to innovation and absorptive capabilities are taken into account. Our empirical findings show that according to the postulates of a knowledge-based approach, a framework that combines physical and intangible factors is more suitable for the definition of development strategies in those prosperous economies dominated by natural resources and connected activities, while the internationalization process of activities and technologies become also a very relevant aspect.

Organisational slack resources, the definitions and consequences for business flexibility and performance : an empirical investigation

Slack resources are recognised to be those spare capabilities and assets of the organisation that are variable reclaimable for re-deployment. They represent under utilised and hidden spare energies within a company that may be recaptured and employed for a variety of tasks. However their positive contribution to organisational success has been a contentious claim that has provoked the intuitive argument that slack resources are inefficiency and are to be eradicated. The counter argument has been that very efficient organisations are inflexible and therefore incapable of being responsive to an increasingly dynamic environment. Therefore this work compares and contrasts three distinctive industries in a holistic manner and maps the impact of environmental flux on the firm, its subsequent disruptive ripples through the organisation and its absorption by slack resources. Through this process it is demonstrated that slack resources do positively contribute to organisational performance and subsequently the ability of slack to promote sustained competitive advantage is also identified. The major findings of this work are listed. 1. This work has developed and perfected a new research model that aids the investigation of the internal behaviours and consequences of Slack Resources. 2. Supported by argument a new variable of Soft Slack was developed. Its validity was demonstrated in its ability to capture the contribution of intangible assets, such as education, experience, spare management time and further training, to the extant levels of Organisational Hard Slack resources. 3. The validity of Soft Slack was further supported when its contribution to organisational Flexibility was also established. 4. The original argument that Slack Resources enhance organisational Performance has been further developed. It is now evidenced that Slack Resources facilitate Organisational Flexibility and by this process enhances Organisational Performance.

Institutions, resources, and entry strategies in emerging economies

We investigate the impact of market-supporting institutions on business strategies by analyzing the entry strategies of foreign investors entering emerging economies. We apply and advance the institution-based view of strategy by integrating it with resource-based considerations. In particular, we show how resource-seeking strategies are pursued using different entry modes in different institutional contexts. Alternative modes of entry—greenfield, acquisition, and joint venture (JV)—allow firms to overcome different kinds of market inefficiencies related to both characteristics of the resources and to the institutional context. In a weaker institutional framework, JVs are used to access many resources, but in a stronger institutional framework, JVs become less important while acquisitions can play a more important role in accessing resources that are intangible and organizationally embedded. Combining survey and archival data from four emerging economies, India, Vietnam, South Africa, and Egypt, we provide empirical support for our hypotheses.