Ítem
Acceso Abierto

Proceso heurístico de toma de decisiones estratégicas relacionadas con innovación en tiempos de crisis

Mostrar el registro sencillo de la publicación
dc.creatorMontes de la Barrera, José Orlando
dc.creatorSánchez, Sergio Daniel
dc.date.accessioned2023-06-06T16:48:34Z
dc.date.available2023-06-06T16:48:34Z
dc.date.created2023-06-06
dc.descriptionDistintas investigaciones han avanzado en la exploración de las decisiones que las empresas han tomado e implementado para hacer frente a la crisis socio-económica generada por la pandemia de covid-19. Sin embargo, poco han examinado sobre un asunto clave, el proceso de toma de decisiones en dicho contexto. A través del estudio de 22 organizaciones de los sectores industria, comercio y servicios, la presente investigación desarrolló un framework teórico para entender cómo es el proceso de toma de decisiones relacionadas con innovación en contextos de crisis al interior de las organizaciones: proceso heurístico decisorio. En este, varios de los pasos del proceso de toma de decisiones se desarrollan en sincronía con otros, y de manera ágil, simultánea, iterativa, con información incompleta y bajo un entorno de alta incertidumbre. Los hallazgos del framework desarrollado contribuyen a las investigaciones sobre organizational y naturalistic decisión making; específicamente esta investigación ofrece un lente teórico actual sobre cómo en las organizaciones se toman decisiones relacionadas con innovación en tiempos de crisis.
dc.description.abstractDifferent investigations have advanced in exploring the decisions that companies have taken and implemented to deal with the crisis socio-economic generated by the covid-19 pandemic. However, little has been examined on a key issue, the decision-making process in that context. Through the study of 22 organizations from the industry, commerce and services sectors, this research developed a theoretical framework to understand what the decision-making process related to innovation is like in crisis contexts within organizations: decision-making heuristic process. In this, several of the steps of the decision-making process are developed in synchrony with others, and in an agile, simultaneous, iterative manner, with incomplete information and under an environment of high uncertainty. The findings of the developed framework contribute to research on organizational and naturalistic decision making; Specifically, this research offers a current theoretical lens on how decisions related to innovation are made in organizations in times of crisis.
dc.format.extent38 pp
dc.format.mimetypeapplication/pdf
dc.format.tipoDocumentospa
dc.identifier.issn2463-1892
dc.identifier.urihttps://repository.urosario.edu.co/handle/10336/39444
dc.language.isospa
dc.publisherUniversidad del Rosariospa
dc.rightsAttribution-NonCommercial-ShareAlike 4.0 International*
dc.rights.accesRightsinfo:eu-repo/semantics/openAccess
dc.rights.accesoAbierto (Texto Completo)
dc.rights.urihttp://creativecommons.org/licenses/by-nc-sa/4.0/*
dc.source.bibliographicCitationAbdulrahman, M. D.-A., Subramanian, N., Liu, C., & Shu, C. (2015). Viability of remanufacturing practice: A strategic decision making framework for Chinese auto-parts companies. Journal of Cleaner Production, 105, 311-323. https://doi.org/10.1016/j.jclepro.2014.02.065
dc.source.bibliographicCitationAguinis, H., Ramani, R. S., & Alabduljader, N. (2018). What you see is what you get? Enhancing methodological transparency in management research. Academy of Management Annals, 12(1), 83-110. https://doi. org/10.5465/annals.2016.0011
dc.source.bibliographicCitationArendt, L. A., Priem, R. L., & Ndofor, H. A. (2005). A ceo-Adviser model of strategic decision making. Journal of Management, 31(5), 680-699. https://doi.org/10.1177/0149206305279054
dc.source.bibliographicCitationBechara, A. (2004). The role of emotion in decision-making: Evidence from neurological patients with orbitofrontal damage. Brain and Cognition, 55(1), 30-40. https://doi.org/10.1016/j.bandc.2003.04.001
dc.source.bibliographicCitationBerthon, P., Nairn, A., & Money, A. (2003). Through the paradigm funnel: A conceptual tool for literature analysis. Marketing Education Review, 13(2), 55-66. https://doi.org/10.1080/10528008.2003.11488830
dc.source.bibliographicCitationBoulding, W., Moore, M. C., Staelin, R., Corfman, K. P., Dickson, P. R., Fitzsimons, G., Gupta, S., Lehmann, D. R., Mitchell, D. J., Urbany, J. E., & Weitz, B. A. (1994). Understanding managers’ strategic decision- making process. Marketing Letters, 5(4), 413-426. https://doi. org/10.1007/BF00999214
dc.source.bibliographicCitationBricka, T. M., He, Y., & Schroeder, A. N. (2022). Difficult times, difficult decisions: Examining the impact of perceived crisis response strategies during covid-19. Journal of Business and Psychology, 1-21. https://doi. org/10.1007/s10869-022-09851-x
dc.source.bibliographicCitationCapelo, C., & Dias, J. F. (2009). A feedback learning and mental models perspective on strategic decision making. Educational Technology Research and Development, 57(5), 629-644. https://doi.org/10.1007/ s11423-009-9123-z
dc.source.bibliographicCitationCohen, M. D., March, J. G., & Olsen, J. P. (1972). A garbage can model of organizational choice. Administrative Science Quarterly, 17(1), 1-25. https://doi.org/10.2307/2392088
dc.source.bibliographicCitationDenzin, N. K. (1978). The research act: A theoretical introduction to sociological methods. McGraw-Hill.
dc.source.bibliographicCitationDuan, Y., Edwards, J. S., & Dwivedi, Y. K. (2019). Artificial intelligence for decision making in the era of Big Data – evolution, challenges and research agenda. International Journal of Information Management, 48, 63-71. https://doi.org/10.1016/j.ijinfomgt.2019.01.021
dc.source.bibliographicCitationEisenhardt, K. (1989). Building theories from case study research. The Academy of Management Review, 14(4), 532-550. https://doi. org/10.2307/258557
dc.source.bibliographicCitationEisenhardt, K. (2021). What is the Eisenhardt method, really? Strategic Organization, 19(1), 147-160. https://doi.org/10.1177/1476127020982866
dc.source.bibliographicCitationEisenhardt, K., & Graebner, M. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25-32. https://doi.org/10.5465/amj.2007.24160888
dc.source.bibliographicCitationGovindan, K., Rajendran, S., Sarkis, J., & Murugesan, P. (2015). Multi criteria decision making approaches for green supplier evaluation and selection: A literature review. Journal of Cleaner Production, 98, 66-83. https://doi.org/10.1016/j.jclepro.2013.06.046
dc.source.bibliographicCitationGrigoriev, S. (2022). Reason, language, history: Pragmatism’s contested promise. Metaphilosophy, 53(4), 431-445. https://doi.org/10.1111/ meta.12575
dc.source.bibliographicCitationHaddaway, N. R., Grainger, M. J., & Gray, C. T. (2022). Citationchaser: A tool for transparent and efficient forward and backward citation chasing in systematic searching. Research Synthesis Methods, 13(4), 533-545. https://doi.org/10.1002/jrsm.1563
dc.source.bibliographicCitationHäubl, G., & Trifts, V. (2000). Consumer decision making in online shopping environments: The effects of interactive decision aids. Marketing Science, 19(1), 4-21. https://doi.org/10.1287/mksc.19.1.4.15178
dc.source.bibliographicCitationHo, W., Xu, X., & Dey, P. K. (2010). Multi-criteria decision making approaches for supplier evaluation and selection: A literature review. European Journal of Operational Research, 202(1), 16-24. https://doi. org/10.1016/j.ejor.2009.05.009
dc.source.bibliographicCitationJarrahi, M. H. (2018). Artificial intelligence and the future of work: Human-AI symbiosis in organizational decision making. Business Horizons, 61(4), 577-586. https://doi.org/10.1016/j.bushor.2018.03.007
dc.source.bibliographicCitationJick, T. D. (1979). Mixing qualitative and quantitative methods: Triangulation in action. Administrative Science Quarterly, 24(4), 602-611. https:// doi.org/10.2307/2392366
dc.source.bibliographicCitationLangley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24(4), 691-710. https://doi.org/10.2307/259349
dc.source.bibliographicCitationLangley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 1-13. https://doi.org/10.5465/amj.2013.4001
dc.source.bibliographicCitationLiberman-Yaconi, L., Hooper, T., & Hutchings, K. (2010). Toward a model of understanding strategic decision-making in micro-firms: Exploring the Australian information technology sector. Journal of Small Business Management, 48(1), 70-95. https://doi.org/10.1111/j.1540- 627X.2009.00287.x
dc.source.bibliographicCitationLipshitz, R., Klein, G., Orasanu, J., & Salas, E. (2001). Taking stock of naturalistic decision making. Journal of Behavioral Decision Making, 14(5), 331-352. https://doi.org/10.1002/bdm.381
dc.source.bibliographicCitationLyles, M. A., & Thomas, H. (1988). Strategic problem formulation: Biases and assumptions embedded in alternative decision-making models. Journal of Management Studies, 25(2), 131-145. https://doi. org/10.1111/j.1467-6486.1988.tb00028.x
dc.source.bibliographicCitationLyon, D. W., Lumpkin, G. T., & Dess, G. G. (2000). Enhancing entrepreneurial orientation research: Operationalizing and measuring a key strategic decision-making process. Journal of Management, 26(5), 1055-1085. https://doi.org/10.1177/014920630002600503
dc.source.bibliographicCitationMcDonald, R. M., & Eisenhardt, K. M. (2020). Parallel Play: Startups, nascent markets, and effective business-model design. Administrative Science Quarterly, 65(2), 483-523. https://doi.org/10.1177/0001839219852349
dc.source.bibliographicCitationMiles, M., Huberman, A., & Saldaña, J. (2014). Qualitative data analysis: A methods sourcebook. sage.
dc.source.bibliographicCitationPatton, M. (2002). Qualitative research and evaluation methods. sage.
dc.source.bibliographicCitationPatton, M. (2014). Qualitative research and evaluation methods. sage.
dc.source.bibliographicCitationRahman, N., & De Feis, G. L. (2009). Strategic decision-making: Models and methods in the face of complexity and time pressure. Journal of General Management, 35(2), 43-59. https://doi.org/10.1177/030630700903500204
dc.source.bibliographicCitationRoulston, K. (2010). Reflective interviewing: A guide to theory and practice. sage.
dc.source.bibliographicCitationRubin, H., & Rubin, I. (2005). Qualitative interviewing. sage.
dc.source.bibliographicCitationSamuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal of Risk and Uncertainty, 1(1), 7-59. https://doi.org/10.1007/ BF00055564
dc.source.bibliographicCitationSilverman, D. (2018). Doing qualitative research. sage.
dc.source.bibliographicCitationSingh, N. P., & Singh, S. (2019). Building supply chain risk resilience: Role of big data analytics in supply chain disruption mitigation. Benchmarking, 26(7), 2318-2342. https://doi.org/10.1108/BIJ-10-2018-0346
dc.source.bibliographicCitationWu, Z., & Pagell, M. (2011). Balancing priorities: Decision-making in sustainable supply chain management. Journal of Operations Management, 29(6), 577-590. https://doi.org/10.1016/j.jom.2010.10.001
dc.source.bibliographicCitationXia, D., Yu, Q., Gao, Q., & Cheng, G. (2017). Sustainable technology selection decision-making model for enterprise in supply chain: Based on a modified strategic balanced scorecard. Journal of Cleaner Production, 141, 1337-1348. https://doi.org/10.1016/j.jclepro.2016.09.083
dc.source.bibliographicCitationZavadskas, E. K., & Turskis, Z. (2011). Multiple criteria decision making (mcdm) methods in economics: An overview. Technological and Economic Development of Economy, 17(2), 397-427. https://doi.org/10.38 46/20294913.2011.593291
dc.source.instnameinstname:Universidad del Rosariospa
dc.source.reponamereponame:Repositorio Institucional EdocURspa
dc.subjectDecisiones estratégicas
dc.subjectInnovación
dc.subjectCrisis
dc.subjectFramework
dc.subjectProceso heurístico
dc.subject.keywordStrategic decisions
dc.subject.keywordInnovation
dc.subject.keywordCrisis
dc.subject.keywordFramework
dc.subject.keywordHeuristic process
dc.titleProceso heurístico de toma de decisiones estratégicas relacionadas con innovación en tiempos de crisis
dc.typearticle
dc.type.hasVersioninfo:eu-repo/semantics/publishedVersion
dc.type.spaArtículo
Archivos
Bloque original
Mostrando1 - 1 de 1
Miniatura
Nombre:
Proceso-heuristico-de-toma-de-decisiones-BI-161.pdf
Tamaño:
604.31 KB
Formato:
Adobe Portable Document Format
Descripción:
Descargar
Colecciones
Serie Documentos de Investigación. Facultad de Administración