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Capacidad de innovación y configuración de recursos organizativos

Innovation capability and organizational resources configuration.

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doi: 10.3926/ic.2009.v5n3.p301-320

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Abstract (2. Language): 
The main purpose of this article is to contribute to a better understanding of the organizational sources pertaining to continuous innovation. This work identifies a set of best practices, which once integrated, create the innovative activities that help organizations to acquire a continuous innovation capability by means of the development of new products. Furthermore, in an effort to understand how the innovation capacity is created, based on the dynamic capability theory, a conceptual model is presented in this study. This model shows that the innovation capability is the result of four processes: knowledge creation, knowledge absorption, knowledge integration, and knowledge reconfiguration. These processes are leveraged by four kinds of resources: human capital, structures and systems, leadership, and company culture. Companies applying this model can identify and restructure the most important organizational actions in order to achieve a continuous innovation process. Finally, identification of best practices and model development are carried out by means of an exploratory case study, which is applied to two technological based organizations of the audiovisual sector.
Abstract (Original Language): 
El propósito de este artículo es contribuir a un mejor entendimiento de los recursos involucrados en el proceso de innovación continua en las empresas. En este trabajo se identifican un conjunto de buenas prácticas, las cuales integradas, forman actividades innovadoras que ayudan a las organizaciones a adquirir la capacidad para innovar continuamente por medio de los proyectos de desarrollo de nuevos productos. Además, en un esfuerzo por comprender como está conformada la capacidad de innovación, en esta investigación se presenta un modelo conceptual basado en la perspectiva de las capacidades dinámicas, el cual muestra esta capacidad como el resultado de cuatro procesos: creación de conocimiento, absorción de conocimiento, integración de conocimiento y reconfiguración de conocimiento. Estos procesos están soportados por cuatro tipos de recursos: capital humano, liderazgo, estructuras y sistemas y la cultura organizativa. Aplicando este modelo las organizaciones pueden identificar y estructurar las acciones organizativas más importantes en el proceso de innovación continua. Finalmente, el desarrollo del modelo, así como la identificación de las buenas prácticas, es realizada por medio de un estudio de casos exploratorio, el cual es aplicado a dos organizaciones de base tecnológica del sector audiovisual.



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