La gestión del conocimiento y los equipos de trabajo: fundamentos teóricos

Observatorio Laboral Revista Venezolana, ISSN 1856-9099, Vol. 1, Nº. 2, 2008, pags. 43-64
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Available from: Francisco García Fernández, Oct 09, 2015
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    ABSTRACT: This paper presents an evolutionary microeconomic theory of innovation and production and discusses its implications for development theory. Using the notions of technological paradigm and trajectory, it develops an alternative view of firm behavior and learning. It is shown then how these are embedded in broader national systems of innovation which account for persistent differences in technological capacities between countries. Finally, this "bottom-up" evolutionary analysis is linked with an institutional "top-down" approach and the potential fruitfulness of this dialogue is demonstrated.
    Journal of Evolutionary Economics 02/1995; 5(3):243-68. DOI:10.1007/BF01198306 · 1.00 Impact Factor
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    ABSTRACT: A critical aspect of business management is the successful creation of processes which drive the development of a continuous flow of innovation, to give a basis for competitive advantage. To reach this goal, the establishing of a knowledge management (KM) strategy may be considered the best way to channel the organization's efforts to this end. Knowledge management is understood in a wide sense as a process of overall change in the organization, focused on innovation, and especially related to the participation of every employee in the processes of creation and transmission of knowledge. This study analyzes the implementation of an innovation and KM strategy in the Irizar company, a maker of luxury coach bodywork. According to The Economist Intelligence Unit, Irizar is the most efficient company in the world in its sector. Irizar's success has been built on a system of self-management and participation, organizing its activity into processes and using multidisciplinary work teams. This type of organization has outstripped the traditional model, based on functions and the division of labour, and has permitted a centering of effort on those activities which add value. Another defining characteristic of Irizar is its combination of continuous improvement with radical changes and process re-engineering. A series of organizational factors are extracted from the case study which were successful in implementing the strategy. The study shows how the organization achieved the promotion of experience transmission and the generation of continuous innovation. It also makes clear that the firm's values and corporate culture are essential for success in this process. Copyright © 2002 John Wiley & Sons, Ltd.
    Knowledge and Process Management 07/2002; 9(3):162 - 171. DOI:10.1002/kpm.143
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    ABSTRACT: Demonstrates that technical change is attributable to experience. The cumulative production of capital goods is used as the index of experience. New capital goods are assumed to completely embody technical change. The assumption is made that the model will be operating in an environment of full employment although reference is made throughout to the case of capital shortage. The implications of this model on wage earners are discussed, and profits and investments are examined. The rate of return is determined by the expected rate of increase in wages, current labor costs per unit output, and the physical lifetime of the investment. Learning is an act of investment that benefits future investors. Further analysis shows that the socially optimal ratio of gross investment to output is higher than the competitive level. (SRD)
    Review of Economic Studies 06/1962; 29(80). DOI:10.2307/2295952 · 2.81 Impact Factor