José Miguel Rodríguez Antón

Knowledge creation as a dynamic capability: implications for innovation management and organisational design

The paper presents the different types of knowledge involved in the process of knowledge creation, and analyses the main implications of such distinctions that managers need to consider in their attempt to build the dynamic capability of knowledge creation in the firm.

Management of technology: Proposal for a diagnosis model

Abstract This paper presents a new diagnosis model, a task constituting the essential part of the process of analysis applied in the Management of Technology. What is specifically highlighted as an initial premise is the economic dimension acquired by technology before going on to develop the model based on the Technological Competences Strategic Matrix. This enables us to tackle the diagnostic phase and culminates in the decision-making step taken prior to the formulation and selection of the company strategy which tends to be diversification-orientated.

Proposal of an intellectual capital model for the Spanish hospitality sector

Taking a proposal from an intellectual capital general model for the hospitality sector composed of five capitals: human, organisational, technological, business relation and contextual, the present working paper attempts to reach a definition of a Synthetic Model by enabling the measurement and development of the existing intangibles in the Spanish hotel sector, specifically, in Madrid. Taking this General Model as starting point and with the cooperation of the expert opinion of the managers of four and five stars hotels in Madrid, we will obtain this much more operational and agile Synthetic Model.

How do organisational learning and knowledge application improve organisational performance in financial advisory services

ABSTRACTThis paper aims to determine, through a model that integrates the different study approaches observed in the literature, how organisational learning – via learning orientation (LO) and the organisational learning process (OLP) – and knowledge application (KA) improve organisational performance in financial advisory services. Previous research has already tested how each construct, considered individually, positively influences organisational performance. An integrated model that includes all the constructs would reveal whether they have a direct effect on organisational performance or not. Structural equation modelling is used to analyse how the constructs of the model interact among them and the testing of hypotheses, with a sample of 349 financial advisors. Results show KA as the construct directly connected to organisational performance, while LO and the OLP only affect performance indirectly through their interaction with KA. Furthermore, this study supports the bet made by those organisations...ABSTRACT This paper aims to determine, through a model that integrates the different study approaches observed in the literature, how organisational learning – via learning orientation (LO) and the organisational learning process (OLP) – and knowledge application (KA) improve organisational performance in financial advisory services. Previous research has already tested how each construct, considered individually, positively influences organisational performance. An integrated model that includes all the constructs would reveal whether they have a direct effect on organisational performance or not. Structural equation modelling is used to analyse how the constructs of the model interact among them and the testing of hypotheses, with a sample of 349 financial advisors. Results show KA as the construct directly connected to organisational performance, while LO and the OLP only affect performance indirectly through their interaction with KA. Furthermore, this study supports the bet made by those organisations truly involved in learning and KA, most significantly in the latter.

Corporate culture and long-term survival of Spanish innovative firms

The purpose of this paper is to analyze how firms can enhance their innovative capabilities and become more resilient. The current business environment requires a specific type of management for companies to remain competitive and innovation plays a key role in this respect. However, this means that a particular kind of corporate culture must promote innovation in the firm. This innovation culture is likely to be present in innovative companies that have survived in the long term (at least 50 years) and be the source of an adaptive advantage.,Using innovative Spanish firms, which were established at least 50 years ago, an exploratory factorial analysis was conducted to verify the existence of an innovation culture. Thereafter, a cluster analysis was undertaken to study differences in performance to be able to detect and identify their adaptive advantage.,The findings offer a detailed profile of old and innovative firms created in Spain. Results show that most of the studied firms (88 per cent) have an innovation culture. Furthermore, two separate groups were identified, in which one showed higher profitability and a lower adjustment to an innovation culture, while the other showed the reverse results. This suggests that innovation culture helps companies be more resilient but does not necessarily lead to higher returns.,Corporate culture is identified as a useful management tool in the search for more resilient enterprises. Specific cultural traits are recommended and a benchmarking tool is applied and made available upon request.,Although there are a number of studies which consider the concept of adaptive advantage and resilience on the one side, and on corporate innovation culture on the other, this paper seems to be the first to empirically explore the relationship of both these concepts.

La economía colaborativa. Una aproximación al turismo colaborativo en España

La actualmente denominada economia colaborativa, como modelo economico y social en el que los agentes comparten, de manera temporal, activos, bienes y servicios, en muchos casos infrautilizados, a cambio de dinero o de otros servicios, utilizando plataformas on line, esta creciendo de manera imparable y se esta introduciendo en sectores tradicionales como la produccion de bienes y la prestacion de servicios profesionales y financieros y, muy especialmente, en el sector turismo, en concreto en los subsectores de alojamiento y de transporte. Sin embargo, no todas las actividades que actualmente se estan circunscribiendo al ambito de la economia colaborativa en realidad pertenecen a ella. En realidad, parte de estas actividades son, unicamente, nuevos modelos de negocio que poco tienen de colaborativo. Ante esta ambigua delimitacion de lo que es realmente economia compartida o colaborativa y lo que son, simplemente, nuevos modelos de negocio, ha surgido una fuerte oposicion por parte de las empresas que siguen los modelos tradicionales, las cuales estan siendo apoyadas por los gobiernos centrales y locales de algunos paises de la Union Europea, como es el caso de Espana, que estan tratando de limitar la implantacion de estos nuevos modelos. Frente a esta situacion, la Comision Europea esta apostando por su desarrollo, marcando unas directrices orientadas a incentivar e impulsar estos nuevos modelos relacionados con la economia colaborativa.