Show simple item record

dc.contributor.authorFernandez Hurtado, Saul Rick
dc.contributor.authorMartinez Martinez, Luz Angela
dc.coverage.spatialUniversidad Autónoma de Occidente. Calle 25 115-85. Km 2 vía Cali-Jamundí
dc.description.abstractEl reto de las organizaciones se encuentra profundamente ligado a la gestión del networking integral, contribuyendo así, a una mayor visión hacia los mercados internacionales implementando modelos de integración empresarial. Por tanto, el estudio de la capacidad colaborativa constituye un campo de investigación para la actualidad. En este trabajo, se analizan las diferentes estrategias que deben tenerse en cuenta para la creación de ideas conjuntas que contribuyan a la generación de procesos que generen innovación y una mayor productividad en la organización. El apoyo a las organizaciones y las capacidades dinámicas, también genera diferentes impactos positivos que generan un valor agregado al proceso productivo. La cultura organizacional, constituye un gran aporte a la generación de un gran impacto al interior de las empresas que contribuyan a un mejor desarrollospa
dc.description.abstractThe challenge for organizations is deeply linked to the management of integrated networking, thus contributing to greater insight into international markets by implementing business integration models. Therefore, the study of collaborative capacity is a research field today. In this paper, the different strategies to be taken into account for the establishment of collaborative ideas that contribute to the generation of processes that generate innovation and higher productivity in the organization are analyzed. Supporting organizations and dynamic capabilities, it also generates various positive impacts that generate added value to the production process. Organizational culture is a great contribution to the generation of a large impact within enterprises that contribute to better developmenteng
dc.format.extent12 páginasspa
dc.rightsDerechos Reservados - Universidad Autónoma de Occidentespa
dc.titleCultura clúster empresarial: Reto del mundo en el siglo XXI hacia un crecimiento empresarialspa
dc.title.alternativeEntrepreneur cluster culture: 21st century challenge of the world towards business growtheng
dc.typeArtículo de revistaspa
dc.subject.armarcInnovaciones tecnológicasspa
dc.subject.armarcTechnological innovationseng
dc.relation.citesHurtado, S. R. F., & Martínez, L. Á. M. (2018). Cultura clúster empresarial: Reto del mundo en el siglo XXI hacia un crecimiento empresarial. Revista Espacios, 39(16), 1-12spa
dc.relation.ispartofjournalRevista espaciosspa
dc.relation.referencesAbrahamsen, M. H. (2011). Sensemaking in networks: Using network pictures to understand network dynamics. In Advances in Business Marketing and Purchasing (Vol. 17, pp. 1–197).
dc.relation.referencesBaddi, A., & Sharif, A. (2003). Information Management and Knowledge Integration for Enterprise Innovation. Logistics Information Management, 16(2), 145–155.
dc.relation.referencesBhaskaran, S., & Gligorovska, E. (2009). Developing and sustaining joint enterprises in a transitional economy. British Food Journal, 111(6–7), 643–659. 10.1108/00070700910972341
dc.relation.referencesBudros, A. (2000). Organizational Types and Organizational Innovation: Downsizing Among Industrial, Financial, and Utility Firms. Sociological Forum, 15(2), 273–306.
dc.relation.referencesCambra-Fierro, J., Florin, J., Perez, L., & Whitelock, J. (2011). Inter-firm market orientation as antecedent of knowledge transfer, innovation and value creation in networks. Management Decision, 49(3), 444–467.
dc.relation.referencesChapman, R., Deschamps, J.-P., & Chapman Wood, R. (2007). How strategic innovation really gets started. Strategy & Leadership, 35(5), 21–29.
dc.relation.referencesChung, H. F. L. (2010). International marketing decision governance, standardisation, and performance. European Journal of Marketing, 44(11/12), 1642–1666.
dc.relation.referencesDasí, A., Iborra, M., & Safón, V. (2015). Beyond path dependence: Explorative orientation, slack resources, and managerial intentionality to internationalize in SMEs. International Business Review, 24(1), 77–88.
dc.relation.referencesDecanio, S. J., Dibble, C., & Amir-Atefi, K. (2001). Organizational structure and the behavior of firms: Implications for integrated assessment. Climatic Change, 48(2–3), 487–514.
dc.relation.referencesFernandez, S. R. (2013). Analytical, Descriptive and Exploratory Study: Challenges in the Implementation of Commercial Cluster Integration CELAC’s Firms’. International Journal of Developing Societies, 2(3), 105–116.
dc.relation.referencesGuillén, M. F., & García-Canal, E. (2009). The American Model of the Multinational Firm and the “New” Multinationals From Emerging Economies. Academy of Management Perspectives, 23(2), 23–35.
dc.relation.referencesHall, R., & Andriani, P. (2000). Analyzing Intangible Resources and Managing Knowledge in a Supply Chain Context. In Knowledge Creation (pp. 231–257). London: Palgrave Macmillan UK.
dc.relation.referencesHirunyawipada, T., Beyerlein, M., & Blankson, C. (2010). Cross-functional integration as a knowledge transformation mechanism: Implications for new product development. Industrial Marketing Management, 39(4), 650–660.
dc.relation.referencesHuang, H. Y., & Hsieh, M. H. (2013). The accelerated internationalization of born global firms: a knowledge transformation process view. Journal of Asia Business Studies, 7(3), 244–261.
dc.relation.referencesJohanson, J., & Vahlne, J.-E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411–1431.
dc.relation.referencesKananukul, C., Jung, S., & Watchravesringkan, K. (2015). Building customer equity through trust in social networking sites. Journal of Research in Interactive Marketing, 9(2), 148–166.
dc.relation.referencesKrist, M. (2009). Intangible Resources and their Effect on the InternationalizationPerformance Relationship. In Internationalization and Firm Performance (pp. 71–130)
dc.relation.referencesWiesbaden: Gabler. Lidia Varbanova. (2012). Strategic Management in the Arts. New York, NY: Routledge, Taylor and Francis Group
dc.relation.referencesLiu, S. (2015). Study on Mechanism of Shared Resources Influencing Competitive Advantage of Creative Cluster Firms. In Proceedings of 2014 1st International Conference on Industrial Economics and Industrial Security (pp. 337–343). Berlin, Heidelberg: Springer Berlin Heidelberg.
dc.relation.referencesLowson, R. H. (2003). The nature of an operations strategy: combining strategic decisions from the resource-based and market-driven viewpoints. Management Decision, 41(6), 538–549.
dc.relation.referencesMassa, S., & Testa, S. (2011). Knowledge domain and innovation behaviour: A framework to conceptualize KMSs in small and medium enterprises. Vine, 41(4), 483–504.
dc.relation.referencesO’Shannassy, T. (2008). Sustainable competitive advantage or temporary competitive advantage: Improving understanding of an important strategy construct. Journal of Strategy and Management, 1(2), 168–180.
dc.relation.referencesPádár, K., & Harazin, P. (2014). Links and Evaluation Possibilities of Intangible Value Creation in Organizations: The Importance of Human Resources Management, Knowledge Management, Organizational Learning, and Intellectual Capital (Management). In Value Creation, Reporting, and Signaling for Human Capital and Human Assets (pp. 49–86). New York: Palgrave Macmillan US.
dc.relation.referencesParker, D. W., & Holesgrove, M. (2015). Improving productivity with self-organised teams and agile leadership. International Journal of Productivity and Performance Management, 64(1), 112–128.
dc.relation.referencesPerks, S. (2010). Problem‐solving techniques of growing very small businesses. Journal of Enterprising Communities: People and Places in the Global Economy, 4(3), 220–233.
dc.relation.referencesPhilipson, S. (2016). Radical innovation of a business model. Competitiveness Review, 26(2), 132–146. Poulis, K., Yamin, M., & Poulis, E. (2012). Domestic firms competing with multinational enterprises: The relevance of resource-accessing alliance formations. International Business Review, 21(4), 588–601.
dc.relation.referencesSinkovics, N., Sinkovics, R. R., & Yamin, M. (2014). The role of social value creation in business model formulation at the bottom of the pyramid - Implications for MNEs? International Business Review, 23(4), 692–707.
dc.relation.referencesSouth, S. E. (1981). Competitive Advantage: the Cornerstone of Strategic Thinking. Journal of Business Strategy, 1(4), 15–25.
dc.relation.referencesStewart, I., & Fenn, P. (2006). Strategy: the motivation for innovation. Construction Innovation: Information, Process, Management, 6(3), 173–185.
dc.relation.referencesZhao, H., & Hsu, C. C. (2007). Social ties and foreign market entry: An empirical inquiry. Management International Review, 47(6), 815–844.
dc.rights.creativecommonsAtribución-NoComercial-SinDerivadas 4.0 Internacional (CC BY-NC-ND 4.0)spa
dc.subject.proposalCultura organizacionalspa
dc.subject.proposalOganizational cultureeng

Files in this item


This item appears in the following Collection(s)

Show simple item record

Derechos Reservados - Universidad Autónoma de Occidente
Except where otherwise noted, this item's license is described as Derechos Reservados - Universidad Autónoma de Occidente