Dataset

DIAGNOSTICO ESTRATEGICO EN LA EMPRESA ADALBERTO PESANT

ABSTRACT En el trabajo, se aplica la Tecnología de Integración Estratégica del Sistema de Competencias
de la Organización, en la Empresa Laboratorio Farmacéutico de Sueros y Hemoderivados,
Adalberto Pesant , a partir de la cual se establecen los procedimientos para determinar el Nivel
de Alineación Estratégica del Desempeño Organizacional y el Nivel de Integración Estratégica
del Sistema de Competencias de la Organización para conocer las principales carencias y
reservas de desarrollo en el alcance de la estrategia organizacional. (Diagnóstico del NAEDO y
el NIESCO).
Con ello se pretende identificar el stock de competencias organizacionales, sobre la base de
sus recursos y en la agregación de valor, para diseñar posteriormente, una arquitectura
estratégica orientada a la adquisición de las competencias organizacionales requeridas para
alinear el desempeño de la organización con el cumplimiento de la misión y alcance de la visión.
En la investigación se establece que la entidad desarrolla la alineación estratégica del
desempeño organizacional, sin embargo no existe integración estratégica en el sistema de
competencias y, finalmente, se identifican las competencias organizacionales que posee y las
que debe potenciar en el diseño de su planeación estratégica, para aprovechar las
oportunidades y minimizar las amenazas del entorno.
PALABRAS CLAVES
Gestión por competencias, competencias organizacionales, dirección estratégica

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    ABSTRACT: Even though the literature on competence in organizations recognizes the need to align organization level core competence with individual level job competence, it does not consider the role of information technology in managing competence across the macro and micro levels. To address this shortcoming, we embarked on an action research study that develops and tests design principles for competence management systems. This research develops an integrative model of competence that not only outlines the interaction between organizational and individual level competence and the role of technology in this process, but also incorporates a typology of competence (competence-in-stock, competence-in-use, and competence-in-the-making). Six Swedish organizations participated in our research project, which took 30 months and consisted of two action research cycles involving numerous data collection strategies and interventions such as prototypes. In addition to developing a set of design principles and considering their implications for both research and practice, this article also includes a self-assessment of the study by evaluating it according to the criteria for canonical action research.
    MIS Quarterly 01/2004; 28:435-472. · 4.66 Impact Factor
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    ABSTRACT: Development of a firm's core competencies is identified as the key for global leadership and competitiveness in the 1990s. NEC, Honda, and Canon are used as exemplars of firms that conceive of themselves in terms of core competencies. Core competencies are the organization's collective learning and ability to coordinate and integrate multiple production skills and technology streams; they are also about the organization of work and delivery of value in services and manufacturing. A firm must conceive of itself as a portfolios of competencies, instead of a portfolio of strategic business units (SBUs). The latter limit the ability of firms to exploit their technological capabilities; they are often dependent on external resources. The real source of advantage lies in management's ability to consolidate corporate-wide technologies and production skills into competencies, which will allow individual businesses to adapt to emerging opportunities. Cultivating core competencies does not mean outspending rivals on R&D, sharing costs among SBUs, or the price/performance of end products. Three tests identify such competencies: (1) they provide potential access to a wide variety of markets; (2) they significantly contribute to the customer benefits of the end-product; and (3) they should be difficult for competitors to imitate. Cultivating core competencies also means benefiting from alliances and establishing competencies that are evolving in existing businesses. The tangible links between core competencies and end products are core products, which embody one or more core competencies. Companies must maximize their world manufacturing share in core products. Global leadership is won by core competence, core products, and end products; global brands are built by proliferating products out of core competencies. Firms must avoid the tyranny of the SBU, the costs of which are (1) under investment in developing core competencies and core products, (2) imprisoned resources, and (3) bounded innovation. Top management must add value to a firm by developing strategic architecture, which will avoid fragmenting core competencies, establish objectives for competence building, make resource allocation priorities transparent and consistent, ensure competencies are corporate resources, reward competence carriers (personnel who embody core competencies), and focus strategy at the corporate level. A firm must be conceived of as a hierarchy of core competences, core products, and market-focused business units. Obsession with competence building will mark the global winners of the 1990s. (TNM)
    01/1993; Harvard Business School Pub. Corp..
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    ABSTRACT: Sumario: Fundamentals of strategic management -- The analysis of industry and competition -- The analysis of competitive advantage -- Corporate strategy

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Jun 4, 2014