Examinando por Materia "Capacidades dinámicas"
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Ítem Capacidades dinámicas basadas en conocimiento para el crecimiento Scaleup : experiencia Netux(Universidad EAFIT, 2023) González Arias, Antonio; Díez Gaviria, Ana CeciliaÍtem Chief innovation officer para organizaciones en la ciudad de Medellín : una mirada desde las capacidades dinámicas(Universidad EAFIT, 2020) Villegas-Navarro, Sebastián; Franco Restrepo, Alejandro; Álvarez Mesa, CatalinaÍtem Desarrollo de capacidades dinámicas para la innovación aplicando metodología de sistemas suaves(Universidad EAFIT, 2022) Muñoz Rojas, Ana María; Vélez Castiblanco, Jorge IvánPublicación Gestión de la innovación de producto : estudio de caso en una empresa antioqueña madura(Universidad EAFIT, 2021) Macias Cardona, Hugo Arles; Rivas Montoya, Luz María; Ponce Sagredo, SilviaÍtem Innovación en portafolios de extensión de las facultades de medicina en Colombia : el rol de las capacidades dinámicas para la innovación en servicio y la gestión de ecosistemas(Universidad EAFIT, 2024) Rojas Gualdrón, Diego Fernando; Álvarez Mesa, Catalina; Álvarez Mesa, CatalinaÍtem Marco de referencia para el diseño de estrategias competitivas, basadas en la creación de conocimiento para la innovación(Universidad Eafit, 2020) Gil Arango, Juan Esteban; Henao Cálad, MónicaOrganizations formulate strategies to get competitive advantages in the market. Schumpeter, in 1934, used the term “creative destruction” to describe the interruption of the economic activity of organizations by innovations that seek new ways to produce goods, services, or generate completely new industries (OECD, 2018). Knowledge management presents important challenges for organizations. The main problems are associated with the lack of strategic alignment, lack of leadership or lack of commitment that these types of initiatives have in organizations and, therefore, fail to develop organizational capabilities to innovate systematically. Taking into account the challenges that a knowledge strategy implies to produce the expected results in innovation, the question arises how, from a strategic perspective, an organization can direct organizational knowledge to be the basis of sustainable innovation? This descriptive qualitative research proposes a framework of reference where the elements of a competitive strategy based on the creation of organizational knowledge are exposed. Innovation is considered the result of knowledge creation dynamics derived from this type of strategy. When these dynamics occur over and over again, they become organizational routines and new capacity is configured. In this research, an analysis of organizational capabilities is performed from the perspective of Ikujiro Nonaka's Theory of knowledge creation. From this analysis, the elements of the framework, its relationship and how to apply it are developed.Ítem Modelo de gestión del conocimiento para la transformación digital, en una empresa del sector retail textil en Colombia(Universidad EAFIT, 2023) Hoyos Castaño, Carolina; Fonseca Garzón, José AlejandroPublicación Prácticas de gestión del conocimiento en instituciones de educación superior para desarrollar capacidades dinámicas basadas en conocimiento(Universidad EAFIT, 2025) Ospina Gaviria, Mónica Alejandra; Charry Gómez, Angie Pamela; Díez Gaviria, Ana CeciliaThis degree work addresses knowledge management practices in Higher Education Institutions (HEI) in Medellin, specifically in the Internationalization area of the Corporación Universitaria Remington and the New Business area of the Universidad EAFIT. Problems such as the lack of synergy between types of knowledge, barriers in the flow of knowledge, and the underestimation of intellectual capital are identified. Through a qualitative approach and a multiple case study, current practices are analyzed and strategies are proposed to improve knowledge management, with the objective of developing dynamic capabilities that generate competitive advantages. The research highlights the importance of strategic leadership commitment and the integration of appropriate technologies to optimize knowledge management. In addition, it highlights the need to overcome structural, cultural and individual barriers that hinder the flow of knowledge between people and groups. It also emphasizes the relevance of valuing and managing intellectual capital as a valuable intangible asset that can influence the sustainability and social relevance of HEIs.