Estructuras organizativas para organizaciones resilientesUna reflexión desde el punto de vista del diseño organizativo

  1. Alday, Marta Álvarez
  2. Amigo, Macarena Cuenca
  3. Heras, Henar Alcalde
Aldizkaria:
Boletín de estudios económicos

ISSN: 0006-6249

Argitalpen urtea: 2020

Zenbakien izenburua: Resiliencia

Alea: 75

Zenbakia: 231

Orrialdeak: 475-500

Mota: Artikulua

DIALNET GOOGLE SCHOLAR

Beste argitalpen batzuk: Boletín de estudios económicos

Laburpena

En el entorno global actual incierto y volátil, las organizaciones deben desarrollar una serie de capacidades, que les permita no solo afrontar con éxito situaciones adversas no previstas, sino recuperarse de las crisis y sobre todo promover el logro futuro. Recientemente se ha identificado estas capacidades con el concepto de resiliencia. Este artículo tiene como objetivo contribuir a este campo de investigación desde el punto de vista del diseño organizacional. Entendemos que la resiliencia en términos organizativos descansa en varias capacidades intrínsecamente relacionadas o que incluso podríamos ver como diversas perspectivas de un mismo fenómeno, cuyo análisis aglutinamos en tres aspectos clave de las organizaciones resilientes, como son: la ambidestreza, la capacidad de aprendizaje, y la cultura que lo permite y lo refuerza.Resumen alternativo:In today's uncertain and volatile global environment, organizations must develop a range of capabilities that will enable them not only to successfully deal with unforeseen adverse situations, but also to recover from crises and, above all, to promote future success. Recently, these capacities have been identified with the concept of resilience. This article aims to contribute to this field of research from the point of view of organizational design. We understand that resilience in organizational terms rests on several intrinsically related capacities, or we could even see them as different perspectives of the same phenomenon, whose analysis we bring together in three key aspects of resilient organizations: ambidexterity, learning ability, and the culture that enables and reinforces it.

Erreferentzia bibliografikoak

  • AGHINA, W., DE SMET, A. y WEERDA, K. (2015): “Agility: It rhymes with stability”. McKinsey Quarterly, December Obtenido de https://www.mckinsey.com/business-functions/organization/our-insights/agility-it-rhymes-with-stability (última consulta: 10 de mayo de 2020).
  • ALCALDE, H., y GUERRERO, M. (2016): “Open business models in entrepreneurial stages: evidence from young Spanish firms during expansionary and recessionary periods”. International Entrepreneurship and Management Journal, 12(2), 393-413.
  • ALCALDE, H., ARANGUREN, M. J. y WILSON, J.R. (2017): “Culture and organisational change in academic organisations: A reflective case”. Ekonomiaz, N.º 92, 2.º semestre.
  • ALCALDE-HERAS, H., ITURRIOZ-LANDART, C. y ARAGON-AMONARRIZ, C. (2019): “SME ambidexterity during economic recessions: the role of managerial external capabilities”. Management Decision, 57 (1) 21-40.
  • ALMANZA, R., CALDERÓN, P. y VARGAS, J. (2016): “La resiliencia empresarial elemento clave en el cambio organizacional”. Revista Iberoamericana de Gobierno Local, Núm 10, Granada, Mayo, México. En https://www.researchgate.net/ publication/317057827_La_resiliencia_empresarial_elemento_clave_en_el_cambio_organizacional
  • ÁLVAREZ ALDAY, M. y CUENCA-AMIGO, M. (2014): “Estructuras organizativas favorables a la innovación”. Boletín de Estudios Económicos, LXIX (213), 477-493.
  • ÁLVAREZ, M. y CUENCA, M. (2020): Diseño de Organizaciones. Teoría y Práctica. Desclée De Brower, Bilbao.
  • BAILEY, A., REEVES, M., WHITAKER, K. y HUTCHINSON, R. (2019): The Company of the Future. Obtenido de http://image-src.bcg.com/Images/BCG-The-Companyof-the-Future-June-2019-R_tcm9-223051.pdf (última consulta: 11 de noviembre de 2019), p.1 y p.5.
  • BALBASTRE, F., OLTRA, V., MARTINEZ, J. F., y MORENO, M. (2003): Individual, Group, and Organizational Learning Levels and Their Interactions: An Integrative Framework. Management Research: Journal of the Iberoamerican Academy of Management.
  • BHAMRA, R., SAMIR D. y BURNARD, K. (2011): “Resilience: the concept, a literature review and future directions”. International Journal of Production Research 49: 5375–5393.
  • BARNEY, J. (1991): “Firm resources and sustained competitive advantage”. Journal Of Management, 17(1), 99-120.
  • BAUM, J. A., CALABRESE, T. y SILVERMAN, B. S. (2000): “Don’t go it alone: Alliance network composition and startups’ performance in Canadian biotechnology”. Strategic Management Journal, 21(3), 267-294.
  • BIRKINSHAW, J., ZIMMERMAN, A. y RAISCH, S. (2015): “How is ambidexterity initiated? Emergent versus designed processes”. Organization Science, 26(4), 1119-1139.
  • CALVENTE, A., M. (2007): “Resiliencia: un concepto clave para la sustentabilidad”. Complejidad y sustentabilidad UAIS-CS-200-003.
  • CAMERON, K. S. y QUINN, R. E. (1999): Diagnóstico y cambio de cultura organizacional. Lectura: Addison-Wesley.
  • CHEESE, P. (2016): “Managing risk and building resilient organisations in a riskier world”. Journal of Organizational Effectiveness: People and Performance 3: 323–331.
  • CHESBROUGH, H. W. (2003): Open Innovation. The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press.
  • DAY, G. S. (1994): “Continuous learning about markets”. California Management Review, 36(4), 9-31.
  • D’AURIA, G., DE SMET, A., GAGNON, C., GORAN, J., MAOR, D. y STEELE, R. (2020): “Reimagining the postpandemic organization”, McKinsey Quarterly, May 2020. En https://www.mckinsey.com/business-functions/organization/our-insights/reimagining-the-post-pandemic-organization?cid=other-eml-alt-mcqmck&hlkid=2882988b7c5f4605b718ad34150a0b25&hctky=10232847&hdpid= a4ee8168-8b46-4eb0-86df-e2d95c58a7f2
  • DEMING, E.W. (1986): Out of the crisis. MIT Press.
  • DENISON, D. R. y SPREITZER, G.M. (1991): “Organizational culture and organizational development: a competing values approach”. Research in Organizational Change and Development, 5, 1-21. https://www.denisonconsulting.com/sites/default/ files/documents/resources/denison-1991-competing-values-approach_0.pdf
  • DUCHEK, S. (2020): “Organizational resilience: a capability-based conceptualization”. Business Research, 13, 215–246.
  • EDELSTEIN, P., MAASEIDE, S., NOVACEK, G., PITTMAN, A., CHIM, L., HOO, S. y
  • JEFSON, J. (2017): Organizing for Agility in Consumer Companies. Boston Consulting Group. Obtenido de https://www.bcg.com/publications/2017/peopleorganization-accelerating-growth-organizing-agility-consumer-companies.aspx (última consulta: 8 de mayo de 2020).
  • EMERY, F. E. y TRIST, E. L. (1965): “The Causal Texture of Organizational Environments”. Human Relations, 18 (1), 21-32.
  • GARVIN, D.A. (1993): “Building a leaming organization”, Harvard Business Review (71), julio-agosto, 78-91.
  • GIBSON, C. B. y BIRKENSHAW, J. (2004): “The antecedents, consequences and mediating role of organizational ambidexterity”. Academy of Management Journal, 47(2), 209–226.
  • GUTIÉRREZ, E. M.R. y URQUIZO, J.I. (2019): “Aproximación teórica a la resiliencia en las organizaciones financieras.” Revista de Ciencias Sociales (Ve), vol. XXV, núm. 2, 2019. En https://www.redalyc.org/jatsRepo/280/28059953009/html/ index.html
  • HAMEL, G. y VÄLIKANGAS, L. (2003): “En busca de la resilencia”. Harvard Business Review, America Latina. Septiembre 2003. En http://www.planning.com.co/ bd/presentaciones/1003_En_busca_de_la_resilencia_Gary_Hamel_Liisa_Valikangas.pdf
  • HE, Z.L. y WONG, P.K. (2004): “Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis”. Organization Science 15 (4): 481-494.
  • HELFAT, C. E., FINKELSTEIN, S., MITCHELL, W., PETERAF, M. A., SINGH, H., TEECE, D. J., y WINTER, S. G. (2007): Dynamic capabilities: foundations. Dynamic capabilities: Understanding strategic change in organizations, 30-45.
  • HOLLING, C.S. (1973): “Resilience and stability of ecological systems”. Annual Review of Ecology and Systematics, 4, 1-23. Obtenido de https://www.annual reviews.org/doi/pdf/10.1146/annurev.es.04.110173.000245 (última consulta 22 de mayo 2020).
  • JANSEN, J. J., VAN DEN BOSCH, F. A., & VOLBERDA, H. W. (2005): “Managing potential and realized absorptive capacity: how do organizational antecedents matter?”. Academy of Management Journal, 48(6), 999-1015.
  • JONES, R. A., JIMMIESON, N. L. y GRIFFITHS, A. (2005): “The impact of organizational culture and reshaping capabilities on change implementation success: The mediating role of readiness for change”. Journal of Management Studies, 42(2): 359–384.
  • KOFMAN, F. y SENGE, P. (1993): Communities of commitment: The heart of learning organizations. Organizational Dynamics, 22 (2), 5-23, p.20.
  • KOTTER, J. P. (2014): Accelerate. Building strategic agility for a faster-moving world. Boston, Massachusetts: Harvard Business Review Press.
  • KPMG (2019): “KPMG define los factores clave para liderar las organizaciones resilientes”. https://suiza.org.ar/kpmg-define-los-factores-claves-para-liderarorganizaciones-resilientes/ (última consulta 17 de mayo de 2020).
  • KROLL, C., BOEING, L., SCHMIDT, T., VOGG, M., THÖLE, B., LENGFELD, C. y RAUCH, R. (2017): Agile Organizations. An approach for a succesful journey towards more agility in daily business. Capgemini. Obtenido de https://www.capgemini.com/ consulting-de/wp-content/uploads/sites/32/2017/08/cc_agile_organization_ pov_20170508.pdf (última consulta: 10 de mayo de 2020).
  • LAWRENCE, P. R. y LORSCH, J. W. (1967): Organization and Environment. Boston: Harvard Business School.
  • LELIÈVRE, D., RADTKE, P., ROHR, M. y WESTINNER, R. (2019): Construyendo operaciones resilientes. Obtenido de https://www.mckinsey.com/businessfunctions/operations/our-insights/building-resilient-operations/es-cl (última consulta: 9 de mayo de 2020).
  • LENGNICK-HALL, C. A., BECK, T. E. y LENGNICK-HALL, M.L. (2011): “Developing a capacity for organizational resilience through strategic human resource management”. Human Resource Management Review, 21: 243–255.
  • LEVINTHAL, D. A., y MARCH, J. G. (1993): “The myopia of learning”. Strategic Management Journal, 14(S2), 95-112.
  • LINNENLUECKE, M. K. y GRIFFITHS, A. (2010): “Corporate Sustainability and Organisational Culture”. Journal of World Business, 45. 357-366. 10.1016/ j.jwb.2009.08.006.
  • LINNENLUECKE, M. K. (2017): “Resilience in business and management research: A review of influential publications and a research agenda”. International Journal of Management Reviews, 19: 4–30.
  • LÓPEZ, S. P., ORDÁS, C. J. V., y LEÓN, J. M. (2004): “El aprendizaje organizativo como factor de competitividad en la empresa española”. Investigaciones europeas de dirección y Economía de la Empresa, 10(1), 15-29.
  • LUBATKIN, M. H., SIMSEK, Z., LING, Y., y VEIGA, J. F. (2006): “Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioural integration”. Journal of Management, 32(5), 646–672.
  • MARCH, J.G. (1991): “Exploration and exploitation in organizational learning”. Organization Science (2), 71–87.
  • MESSENBÖCK REINHARD, MORIEUX YVES, BACKX, J. y WUNDERLICH, D. (2018): “How Complicated Is Your Company?” The Boston Consulting Group, Obtenido de https://www.bcg.com/publications/2018/complicated-company.aspx (última consulta: 9 de mayo de 2020).
  • MINTZBERG, H. (1995): La estructuración de las organizaciones. (4ª reimpresión ed.). Barcelona: Ariel.
  • MORIEUX, Y. y TOLLMAN, P. (2014): Six Simple Rules. How to Manage Complexity without Getting Complicated. Boston, Massachusetts: Harvard Business Review Press.
  • NONAKA, I. y TAKEUCHI, H. (1995): The Knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press, London & New York.
  • O´REILLY III, C. A. y TUSHMAN, M. L. (2004): “La organización ambidextra”. Harvard Deusto Business Review, 125, 4-12.
  • O’REILLY, C. A., y TUSHMAN, M. L. (2013): “Organizational ambidexterity: Past, present, and future”. The Academy of Management Perspectives, 27(4), 324– 338.
  • OSTERWALDER, A., PIGNEUR, Y., SMITH, A. y ETIEMBLE, F. (2020): The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World’s Best Business Models. Hoboken, New Jersey: John Wiley & Sons, Inc.
  • OUCHI, W. G. y PRICE, R. L. (1993): “Hierarchies, clans, and theory Z: A new perspective on organization development”. Organizational Dynamics, 21(4): 62.
  • PERROW, C. (1967): “A Framework for the Comparative Analysis of the Organizations”. American Sociological Review, 32 (2), 194-208.
  • PETTIGREW, A. M. (1979): “On studying organizational cultures”. Administrative Science Quarterly, 24(4): 570–581.
  • PROBST, G. y BÜCHEL, B. (1997): Organizational Iearning: The competitive advantage of the future. London: Prentice: Hall.
  • PUGH, D. S., HICKSON, D. J., HININGS, C. R. y TURNER, C. (1968): “Dimensions of Organization Structure”. Administration Science Quarterly, 65-105.
  • PANDEY, S., y SHARMA, R. (2009): “Organizational Factors for Exploration and Exploitation”. Journal of Technology Management & Innovation, 4(1), 48-58.
  • QUINN, R. y ROHRBAUGH, J. (1983): “A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis”. Management Science. Volumen 29, edición 3. (Pp. 363-377).
  • RIGBY, D. K., BEREZ, S., CAIMI, G. y NOBLE, A. (2016a): Agile Innovation. Obtenido de http://www.bain.com/publications/articles/agile-innovation.aspx (última consulta: 10 de mayo de 2020).
  • RIGBY, D. K., SUTHERLAND, J. y TAKEUCHI, H. (2016b): “Embracing Agile”. Harvard Business Review, (May) Obtenido de https://hbr.org/2016/05/embracing-agile (última consulta: 9 de mayo de 2020).
  • RODRÍGUEZ, M.L. y VARGAS, J.G. (2019): “El camino hacia la resiliencia organizacional: un acercamiento metodológico”. Revista Internacional La Nueva Gestión Organizacional, núm. 10, (2019) 63-85. En https://www.researchgate.net/publication/332241040_El_camino_hacia_la_resiliencia_organizacional_un_acercamiento_metodologico_A_methodological_approach_towards_organizational_resilience, (última consulta el 11 de mayo 2020).
  • SCHEIN, E. H. (1996): “Culture: The missing concept in organization studies”. Administrative Science Quarterly, 41: 229–240.
  • SCHEIN, E. H. (2004): Organizational culture and leadership (3rd Ed.). San Francisco: Jossey-Bass.
  • SENGE, P. (1990): “The Leader’s New Work: Building Learning Organizations”, Sloan Management Review (32, 1): 7-23.
  • SENGE, P. (2012): La quinta disciplina: el arte y la práctica de la organización abierta al aprendizaje (2ª ed.). Buenos Aires, Barcelona, México, Santiago y Montevideo: Granica.
  • SLATER, S. F., y NARVER, J. C. (1995): “Market orientation and the learning organization”. Journal of marketing, 59(3), 63-74.
  • SVETLIK, I., STAVROU-COSTEA, E., CHIVA, R., ALEGRE, J., y LAPIEDRA, R. (2007): “Measuring organisational learning capability among the workforce”. International Journal of Manpower.
  • TEECE, D. J., PISANO, G., y SHUEN, A. (1997): “Dynamic capabilities and strategic management”. Strategic Management Journal, 18(7), 509-533.
  • TUSHMAN, M. L., & O’REILLY, C. A. (1996): “Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change”. California Management Review, 38(4), 8–29. https://doi.org/10.2307/41165852.
  • VIVAS-LÓPEZ, S. (2013): “Implicaciones de las capacidades dinámicas para la competitividad y la innovación en el siglo XXI”. Cuadernos de Administración, 26(47), 119-140.
  • WALDOCK, B. (2015): Being agile in business. Discover faster, smarter, leaner ways to work. Harlow, UK: Pearson.
  • WEBSTER, F. (1992): “The changing role of marketing 111 the corporation”, Journal of Marketing, (56): 1-17.
Datuen iturria: Dialnet