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Dive into the research topics where María Iborra is active.

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Featured researches published by María Iborra.


European Journal of International Management | 2013

CEO-TMT interaction: do tenure and age affect ambidexterity dynamism?

Anabel Fernández-Mesa; María Iborra; Vicente Safón

The aim of this study is to clarify the influence of the CEO, the top management team and their interactions on the dynamism of organisational ambidexterity. We argue that ambidexterity is a dynamic capability that enables firms to become aligned with their environment. We examine this phenomenon in the context of the current economic crisis, with particular reference to SMEs. We propose tenure and age as characteristics of business elites that help to explain ambidexterity dynamism. In SMEs, the tenure and age of CEOs and interactions with top management team characteristics play a decisive role in the decision-making process, and therefore, in how the company adapts its orientation to ambidexterity. Through the study of 91 SMEs, we show that the characteristics of the CEO combined with the traits of the TMT are relevant for understanding ambidexterity dynamism.


Management Research: Journal of the Iberoamerican Academy of Management | 2006

Consequences of Integration Heterogeneity in Mergers and Acquisitions

María Iborra; Consuelo Dolz

In this paper, we analyze the heterogeneity of acquisition integration processes. Starting with the integration types laid down by Haspeslagh and Jemison (1991), we describe integration processes in terms of their integration level and their integration style. We analyze the postacquisition consequences of integration choice in terms of organizational management analysis, employee turnover, and communication and socialization problems. In a sample of 74 Spanish acquisitions, we demonstrate that management choices about integration level and integration style explain the more relevant consequences of the integration process. They have different consequences in terms of organizational management analysis, employee retention, and communication and socialization.


Rae-revista De Administracao De Empresas | 2015

EMPRESA FAMILIAR, EQUIPOS DIRECTIVOS, DIVERSIDAD Y AMBIDIESTRÍA EN LAS PYMES

Consuelo Dolz; María Iborra; Vicente Safón

El objetivo de este trabajo es analizar el papel del caracter familiar en la ambidiestria de las pequenas y medianas empresas (PyMEs). Proponemos que las capacidades asociadas al caracter familiar de la empresa y a las caracteristicas demograficas de sus elites directivas, especificamente su diversidad, afectan a los procesos de toma de decisiones. Dichas caracteristicas facilitan la percepcion de los cambios en el entorno y la respuesta ante ellos con alternativas que, implicando conflictos o tensiones, permiten aprovechar dichos cambios y, ademas, promueven la habilidad de reconfigurar los recursos para conseguirlo. En una muestra de 132 PyMEs demostramos que la ambidiestria se ve favorecida por el caracter familiar y por la diversidad, en edad y experiencia, de sus equipos directivos. Asi, las empresas mas ambidiestras serian aquellas en las que coincide propiedad y direccion, y no presentan diversidad generacional, pero cuentan con equipos directivos diversos en terminos de edad y experiencia.The purpose of this paper is to analyze the impact of family character on SMEs’ ambidexterity. We propose that family character-associated capacities and top management demographic characteristics, particularly team diversity, can influence decision making. These characteristics facilitate perceiving environment changes, as well as responding to them with alternatives that allow SMEs to take advantage of such changes. In addition, these characteristics promote skills that can help reconfigure resources. In a sample of 132 SMEs, we demonstrate that family character and team diversity management – both in terms of experience and age – can improve ambidexterity. More specifically, in the more ambidextrous firms, owners and top management showed age and tenure diversity, but no generational diversity


Globalización, Competitividad y Gobernabilidad de Georgetown/Universia | 2014

Hacia una teoría ética de identificación y relevancia de los grupos de interés: Responsabilidad, intencionalidad y previsión, poder y dependencia, urgencia y vulnerabilidad

María Iborra

Abordamos en este trabajo un planteamiento critico sobre la teoria de identificacion y relevancia de los stakeholders. Argumentamos que las teorias descriptivas e instrumentales de los grupos de interes han favorecido que los directivos de empresas centren su atencion en los resultados de sus actuaciones y no en la prevencion de las consecuencias intencionadas o no. Proponemos que los criterios de legitimidad, poder y urgencia, deben ser acompanados por una identificacion de los grupos de afectados legitimos pero dependientes dando especial relevancia a los grupos mas vulnerables ante las decisiones tomadas en la empresa.


BRQ Business Research Quarterly | 2018

Improving the likelihood of SME survival during financial and economic crises: The importance of TMTs and family ownership for ambidexterity

Consuelo Dolz; María Iborra; Vicente Safón

In the context of an economic and financial crisis characterized by scarce munificence and high uncertainty, we examine the role of organizational ambidexterity in SMEs survival, and the TMT and ownership characteristics that influence ambidexterity. Our analysis of Spanish manufacturing SMEs in the context of an international economic crisis suggests that: (1) firm survival is associated with ambidexterity; (2) diversity in TMT tenure improves firm ambidexterity and (3) a negative effect exists between family ownership and ambidexterity, but (4) a positive effect exists between family ownership and survival. This study contributes to our understanding of the antecedents of SME ambidexterity by providing a theoretical model that combines the arguments of upper-echelons theory with those found in family-firm research offering an extended view of corporate elites in SMEs. Our research highlights and provides support to the superiority of ambidexterity for survival under external (crisis) and internal (SMEs) restrictions.


Archive | 2017

Higher Education in Management: The Case of Spain

Alejandro Escribá-Esteve; María Iborra; Vicente Safón; Irene Zaera

The history of the management education system in Spain can be described by breaking it down into four periods: (1) the emergence of the management education system, (2) the creation of formal university studies and foundation of management/economics faculties (under pre-democratic laws), (3) the structuration and universalization of the management education system (under democratic laws) and (4) the current management education system (after the implementation of the European higher education reform, or Bologna declaration). (1) Emergence of the management education system (up to 1943): The university education system in Spain is one of the oldest in Europe. The University of Salamanca was founded 1218 by King Alfonso IX. Together with the universities of Paris, Oxford and Bologna, it is one of the oldest universities in Europe. Formal education in business administration can be dated back to 1897 when the so-called schools of commerce were created. Those initial studies in management or business did not belong to the public university system until 1912, when the schools of commerce were ascribed to the different public universities. In the private university system, the Deusto Business School that belongs to University of Deusto (founded 1886) pioneered the training of business leaders, starting its activity in 1916. Up to that point, studies in management were not considered part of the formal education system and were mainly offered and performed by the schools of commerce. (2) Creation of formal university studies and foundation of management/economics faculties: The second period of development of management studies starts with the formal establishment of university-level studies in business and the foundation of the faculties of economics and business (1943–1980s). The first faculty offering business education was founded in 1943 (The Faculty of Political Science and Economics of the Complutense University) in Madrid, and some scholars consider this to be the most important milestone in the changing of business studies’ structure in the higher education system (Infante Diaz 2013). After Madrid, new faculties were created in 1953 in Barcelona and Bilbao, and between 1963 and 1967 at the universities of Malaga, Santiago de Compostela and Valencia. Before 1983 there were already 34 Spanish public universities and four private universities (Deusto, Pontificia de Comillas, Navarra and Pontificia de Salamanca) offering business studies. In this period, business studies were offered through three different types of programmes. There was a three-year programme amounting to a diploma in business administration (BA), mostly offered in schools of commerce belonging to universities, a five-year programme for the graduate (Licenciado) in economics and business administration and the doctorate programmes in BA offered in the faculties of economics and business. (3) Structuration and universalization of the management education system: After the establishment of democracy in Spain (1978), the higher education system was widely reformed. The legal system changed significantly, granting a higher level of autonomy to the universities (LRU 1983). Degrees in economics and business were significantly updated, introducing new subjects, both compulsory and non-compulsory, and increasing specialization. In this period (1980s–2007), the demand for management education notably grew and the number of suppliers, both private and public, increased considerably too (see Fig. 5.1); virtually every public university created its own faculty of economics and business. The system allowed for the first time the creation of degrees specialized in business studies, independent from those in economics. The structure of the university studies remained very close to what existed in the previous period, with a catalogue of official studies based in two cycles: Diplomado (three years, first cycle degree) or Licenciado (three + two years, second cycle degree). The educational system recognized only four official degrees related to business: Diplomado in business sciences (first cycle: mainly taught at schools of commerce), Licenciado in management and/or business administration (first + second cycle: five years), Licenciado in market research techniques (second cycle: + two years), Licenciado in actuarial and financial sciences (second cycle: + two years). Students had to complete a five-year degree (or three + two) in order to be admitted onto a PhD programme. Master’s studies were not included in the official catalogue of university degrees, so they were offered as a complement by universities or private business schools. Private business schools dominated the market in master’s for management education and training.


Rae-revista De Administracao De Empresas | 2015

Empresa familiar, equipes administrativas, diversidade e ambidestria em pequenas e médias empresas

Consuelo Dolz; María Iborra; Vicente Safón

El objetivo de este trabajo es analizar el papel del caracter familiar en la ambidiestria de las pequenas y medianas empresas (PyMEs). Proponemos que las capacidades asociadas al caracter familiar de la empresa y a las caracteristicas demograficas de sus elites directivas, especificamente su diversidad, afectan a los procesos de toma de decisiones. Dichas caracteristicas facilitan la percepcion de los cambios en el entorno y la respuesta ante ellos con alternativas que, implicando conflictos o tensiones, permiten aprovechar dichos cambios y, ademas, promueven la habilidad de reconfigurar los recursos para conseguirlo. En una muestra de 132 PyMEs demostramos que la ambidiestria se ve favorecida por el caracter familiar y por la diversidad, en edad y experiencia, de sus equipos directivos. Asi, las empresas mas ambidiestras serian aquellas en las que coincide propiedad y direccion, y no presentan diversidad generacional, pero cuentan con equipos directivos diversos en terminos de edad y experiencia.The purpose of this paper is to analyze the impact of family character on SMEs’ ambidexterity. We propose that family character-associated capacities and top management demographic characteristics, particularly team diversity, can influence decision making. These characteristics facilitate perceiving environment changes, as well as responding to them with alternatives that allow SMEs to take advantage of such changes. In addition, these characteristics promote skills that can help reconfigure resources. In a sample of 132 SMEs, we demonstrate that family character and team diversity management – both in terms of experience and age – can improve ambidexterity. More specifically, in the more ambidextrous firms, owners and top management showed age and tenure diversity, but no generational diversity


Rae-revista De Administracao De Empresas | 2015

Family-owned company, management teams, diversity, and ambidexterity in small and medium-sized companies

Consuelo Dolz; María Iborra; Vicente Safón

El objetivo de este trabajo es analizar el papel del caracter familiar en la ambidiestria de las pequenas y medianas empresas (PyMEs). Proponemos que las capacidades asociadas al caracter familiar de la empresa y a las caracteristicas demograficas de sus elites directivas, especificamente su diversidad, afectan a los procesos de toma de decisiones. Dichas caracteristicas facilitan la percepcion de los cambios en el entorno y la respuesta ante ellos con alternativas que, implicando conflictos o tensiones, permiten aprovechar dichos cambios y, ademas, promueven la habilidad de reconfigurar los recursos para conseguirlo. En una muestra de 132 PyMEs demostramos que la ambidiestria se ve favorecida por el caracter familiar y por la diversidad, en edad y experiencia, de sus equipos directivos. Asi, las empresas mas ambidiestras serian aquellas en las que coincide propiedad y direccion, y no presentan diversidad generacional, pero cuentan con equipos directivos diversos en terminos de edad y experiencia.The purpose of this paper is to analyze the impact of family character on SMEs’ ambidexterity. We propose that family character-associated capacities and top management demographic characteristics, particularly team diversity, can influence decision making. These characteristics facilitate perceiving environment changes, as well as responding to them with alternatives that allow SMEs to take advantage of such changes. In addition, these characteristics promote skills that can help reconfigure resources. In a sample of 132 SMEs, we demonstrate that family character and team diversity management – both in terms of experience and age – can improve ambidexterity. More specifically, in the more ambidextrous firms, owners and top management showed age and tenure diversity, but no generational diversity


Globalización, Competitividad y Gobernabilidad de Georgetown/Universia | 2014

CÓMO PUEDEN CREAR VALOR LAS EMPRESAS ADQUIRIDA Y ADQUIRENTE EN UN PROCESO DE INTEGRACIÓN APRENDIENDO DEL SOCIO O CON EL SOCIO

Consuelo Dolz; María Iborra

Acquisitions between firms can create value through learning between acquirer and target firm well transferring knowledge from on partner to the other well creating new knowledge. The success in these acquisitions relies on the integration process, achieving that the knowledge of both partners is retained in the combined firm and that new knowledge is created or transferred. The aim of this work is to demonstrate that knowledge is a source of value creation in acquisitions and to analyze how firms are integrated in order to achieve knowledge transfer or knowledge creation. Specifically, we analyze three key management choices of the integration process, the autonomy level, the level of socialization and the level of formalization. Through a study of 45 Spanish acquisitions we demonstrate that the transference and the generation of knowledge are source of value creation. We demonstrate that knowledge transfer between the partners demands an integrations process with low autonomy, high socialization and high formalization. We also demonstrate that integration process when the aim is to generate new knowledge and innovation relies on high socialization


International Business Review | 2015

Beyond path dependence: Explorative orientation, slack resources, and managerial intentionality to internationalize in SMEs

Àngels Dasí; María Iborra; Vicente Safón

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Anabel Fernández-Mesa

Polytechnic University of Valencia

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