Un modelo causal de competitividad empresarial planteado desde la VBRcapacidades directivas, de innovación, marketing y calidad

  1. Martínez Santa María, Ricardo
  2. Charterina Abando, Jon
  3. Araujo de la Mata, Andrés
Revista:
Investigaciones europeas de dirección y economía de la empresa

ISSN: 1135-2523

Año de publicación: 2010

Volumen: 16

Número: 2

Páginas: 165-188

Tipo: Artículo

DOI: 10.1016/S1135-2523(12)60117-8 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Otras publicaciones en: Investigaciones europeas de dirección y economía de la empresa

Objetivos de desarrollo sostenible

Resumen

El propósito de esta investigación es desarrollar un modelo explicativo de la competitividad empresarial a partir de factores internos a la empresa. Para ello se identifican los factores de competitividad más importantes en el caso de las empresas manufactureras vascas, así como las variables que permiten caracterizarlos, utilizando técnicas cualitativas basadas en entrevistas con directivos. Los factores resultantes son las capacidades directivas, las capacidades de innovación, las capacidades de marketing y las capacidades de calidad. Tras analizar estos factores bajo la Visión de la empresa Basada en Recursos (VBR), y definir sus escalas de medida, se plantea un modelo causal que relaciona cada uno de ellos con la competividad de la empresa. Este modelo otorga una importancia especial a las capacidades directivas al plantear este factor como precedente del resto de capacidades de la empresa. El modelo es contrastado a través de la técnica de modelado con ecuaciones estructurales utilizando una muestra representativa de la población de empresas manufactureras vascas formada por 861 empresas.

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Una idea básica de la VBR es que no todos los recursos presentan la misma importancia o poseen el mismo potencial para ser una fuente de ventaja competitiva. En la literatura se ha prestado mucha atención a las características que deben cumplir los recursos para ser susceptibles de crear la ventaja competitiva y para su sostenibilidad (Barney, 1991; Grant, 1991; Amit y Schomaker, 1993 ; Peteraf, 1993; Collis y Montgomery, 1995, entre otros). Todas las características y condiciones pueden resumirse en tres: los recursos generadores de ventajas competitivas deben poseer los rasgos combinados de: (1) tener valor (contribuir a la mejora del desempeño de la empresa (Barney, 1991)); (2) resistir la duplicación por parte de los competidores (Lippman y Rumelt, 1982; Rumelt, 1984; Dierickx y Cool, 1989; Reed y DeFillipi, 1990; Amit y Schoemaker, 1993; Peteraf, 1993, etc.); y (3) que su valor pueda ser apropiado por la organización (Collis y Montgomery, 1995). Dicho de otra forma, las condiciones que deben cumplir los recursos son generar rentas, permitir la sostenibilidad de dichas rentas en el tiempo, y permitir que la empresa se apropie de ellas.

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