La formación y aprobación de la estrategia en las grandes empresas del Ecuador: un estudio del caso
Main Article Content
Abstract
Resumen: Las decisiones que se toman dentro de las empresas afectan el desempeño de las mismas, por este motivo se vuelve importante tanto para los académicos como para los profesionales entender cómo se definen y aprueban las estrategias en las organizaciones.
Palabras claves: decisiones, estrategias, empresas
Downloads
Article Details
COPYRIGHT NOTICE
Authors who publish in the INNOVA Research Journal keeps copyright and guarantee the journal the right to be the first publication of the work under the Creative Commons License, Attribution-Non-Commercial 4.0 International (CC BY-NC 4.0). They can be copied, used, disseminated, transmitted and publicly exhibited, provided that: a) the authorship and original source of their publication (magazine, publisher, URL and DOI of the work) is cited; b) are not used for commercial purposes; c) the existence and specifications of this license of use are mentioned.
References
Alamsjah, F. (2011). "Key success factors in implementing strategy: Middle-level managers’ perspectives." Procedia-Social and Behavioral Sciences 24: 1444-1450.
Ansoff, H. I. (1965). Corporate strategy: An analytic approach to business policy for growth and expansion, McGraw-Hill.
Burgelman, R. A. (2002). "Strategy as vector and the inertia of coevolutionary lock-in."Administrative science quarterly 47(2): 325-357.
Creswell, J. (2013). Research design: Qualitative, quantitative, and mixed methods approaches, Sage publications.
Farjoun, M. (2002). "Towards an organic perspective on strategy." Strategic Management Journal 23(7): 561-594.
Huy, Q. N. (2011). "How middle managers' group‐focus emotions and social identities influence strategy implementation." Strategic Management Journal 32(13): 1387-1410.
INEC (2014). Metodología Directorio de Empresas y Establecimientos. Ecuador, Instituto Nacional de Estadísticas y Censos.
Kim, Y. H., et al. (2014). "Top-down, bottom-up, or both? Toward an integrative perspective on operations strategy formation." Journal of Operations Management 32(7): 462-474.
Lavarda, R. A. B., et al. (2010). "How middle managers contribute to strategy formation process: connection of strategy processes and strategy practices." Revista de Administração de Empresas 50(4): 358-370
Mirabeau, L. and S. Maguire (2014). "From autonomous strategic behavior to emergent strategy." Strategic Management Journal 35(8): 1202-1229.
Porter, M. E. (1979). "How competitive forces shape strategy." Harvard Business Review 57(2): 137–145.
Stake, R. (2013). Multiple Case Study Analysis, Guilford Publications.
Thomas, L. and V. Ambrosini (2015). "Materializing strategy: the role of comprehensiveness and management controls in strategy formation in volatile environments." British Journal of Management 26(S1): S105-S124.