Innovación proactiva vs. reactiva ¿Cuál es el mejor enfoque para las micro y pequeñas empresas?
Main Article Content
Abstract
Esta investigación tiene como objetivo determinar qué enfoque de innovación, proactivo o reactivo, tiene mejores resultados en la competitividad de las micro y pequeñas empresas. Como metodología se analizaron dos programas de innovación en Perú (Tacna Innova) y Colombia (Macondo Lab) cada uno con un enfoque diferente: reactivo, enfocado en la resolución de problemas y proactivo, basado en ventajas oportunistas. Ambos planteamientos de innovación tienen ventajas y desventajas. Mientras el enfoque proactivo puede generar anticipación competitiva y abrir nuevos mercados, demanda una inversión más significativa en investigación y desarrollo. Por otro lado, el enfoque reactivo puede ser rentable a corto plazo, pero limitar la capacidad de innovación a largo plazo. Como conclusión la elección de la orientación adecuada depende de la estrategia, objetivos y recursos de cada empresa. Aquellas que buscan un crecimiento sostenible deben considerar la posibilidad de integrar ambos enfoques.
Downloads
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
When an article is approved, the author or authors keep the rights or authorship and cede to PODIUM the right to be the first able to edit it, reproduce it, exhibit it and communicate it by printed or electronica media.
In order to reinforce our open access policy, PODIUM journal is published under a license named “Creative Commons Attribution-NonCommercial 4.0 International (CC-BY-NC 4.0)”. This license allows sharing (copying and redistributing the material in any means or format) and adapting (re-mixing, transforming, and creating starting from the material). Corresponding credits must be given and no commercial use of the materials is allowed.
Partial or complete reproduction of articles published in PODIUM is authorized, as long as the author is appropriately cited as the source and the reproduction has no commercial purposes.
References
Awais M., Ali A., Khattak M.S., Arfeen M.I.,
Chaudhary, M.A.I., & Syed A. (2023). Strategic Flexibility and Organizational Performance: Mediating Role of Innovation. SAGE Open, 13(2).
Bell W. (2009). Foundations of futures studies. London, UK: Transactions Publishers.
Blank, S. (2003). The Four Steps to the Epiphany. Kindle book.
Blank, S. (2013). Why the lean start-up changes everything. Harvard Business Review May issue.
Bravo, U., Becerra, O., & Troncoso, C. Buscando el insight del consumidor: técnicas proyectivas, usos y limitaciones pdf. Universidad de Chile.
Breznik, L. & Lahovnik, M. (2016). Dynamic Capabilities and Competitive Advantage: Findings from Case Studies. Management, 21(16), 167-185.
Business Makeover (2017). Business Model Cards. https://www.businessmakeover.eu/platfo rm/envision/tool-detailedview?id=f6a1edce7ea8 4edex515e165ex1580afbbf8dx3880&path=7fa64 61219dafa32x-4c675edbx1582fd1b3adx-1008
Cherubini, A., Barbieux, D., Maciel, F., Tello-Gamarra, J. & Zawislak, P. (2017). Innovation and Dynamic Capabilities of the Firm: Defining an Assessment Model. Revista de Administração de Empresas, 57 (3), 232-244.
Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from technology. Boston, MA: Harvard Business School Press.01
Chesbrough, H. W. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2-3), 354-363.
Chesbrough, H., & Bogers, M. (2014). Explicating open innovation clarifying an emerging paradigm for understanding innovation. Uncorrected proof, revises, August 05.
Claussen, J., Essling, C., & Peukert, C. (2018). Demand Variation, Strategic Flexibility and
Market Entry: Evidence from the U.S. Airline Industry. Strategic Management Journal, 39(11), 2877-2898.
De Bono, E. (1985). Six Thinking Hats: An essential approach to business management. Little Brown & Company.
Doblin (2015). Ten Types of Innovation. The building blocks of breakthroughs. https:// doblin.com/dist/images/uploads/Doblin_TenType sBrochure_Web.pdf .
Doorneweert, B., & Vanhaverbeke, W. (November 4, 2015). Business model design throughpartnerships.https://www.linkedin.com/p ulse/business-model-design-through-partnerships -bart-doorneweert/?trk=hp-feed-article-title-publi sh
Doorneweert, B., &Vanhaverbeke, W. (December 7, 2015a). The partnership design process (understand, design, compare, evaluate). https://www.linkedin.com/pulse/partnership-desi gn-process-understand-compare-bart- doorneweert/.
Foss, N. J., & Saebi, T. (2016). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200-227.
Freeman, E. (1984). Strategic management: A stakeholder approach. Cambridge, New York: University Press.
Garzón, M. (2015). Modelo de Capacidades Dinámicas. Revista Dimensión Empresarial, 13(1), 111-131.
Gassmann, O., Frankenberger, K., & Csik, M. (2014). The Business Model Navigator. Financial Times Publishing International.
Gray, D., Brown, S., & Macanufo, J. (2010). Gamestorming: A Playbook for innovators, rulebreakers and changemakers. Sebastopol, USA: O´Reilly Media.
Herhausen, D., Morgan, R. E., Brozovic, D., &
Volberda, H. W. (2020). Re-examining strategic flexibility: A metaanalysis of its antecedents, consequences and contingencies. British Journal of Management, 32(2), 435–455.
Liem, N. T., Khuong, N. V., & Khanh, T. H. T., (2019). Firm Constraints on the Link between Proactive Innovation, Open Innovation and Firm Performance, Journal of Open Innovation: Technology, Market, and Complexity, 5(4), 88.
Lumpkin, G.T., & Dess, G.G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21, 135-172.
Karpen, I. O., Bove, L. L., & Lukas, B. A. (2012). Linking service-dominant logic and strategic business practice: a conceptual model of a service-dominant orientation. Journal of Service Research, 15(1), 21-38.
Maurya, A. (2012). Running Lean. Iterate from Plan A to a Plan That Works. CA: O´Reilly Media Inc.
Michel, S., Brown, S. W., & Gallan, A. S. (2008). Service-logic innovations : how to innovate customers, not products. California Management Review, 50(3), 49-65.
Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24, 15-22.
Ojasalo, K., & Ojasalo, J. (2015). Adapting business model thinking to service logic: An empirical study on developing a service design tool, IN J. Gummerus, K. von Koskull (Eds.), The Nordic School Service Marketing and Management for the Future (pp. 309-333). Helsinki: Hanken.
Osterwalder, A. (May 23, 2018). Strategyzer blog, https://www.strategyzer.com/library/the-5-critical -success-factors-of-a-successful-innovation-sprint
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries,
game changers, and challengers. Hoboken: John Wiley & Sons.
Owens, C., & King, D. (2019). Visual Process Innovation ebook. https://store.xplane.com/collec tions/tools/products/visual-process-innovation-eb ook-1
Prahalad, C. K., &Ramaswamy, V. (2000). Co-opting customer competence. HBR, Harvard Business Review, (January-February).
Restrepo-Morales, J., Loaiza-Quintero, O., & Gálvez-Albarracín, E. (2016). Innovación y Desempeño de las Micro, Pequeñas y Medianas Empresas en Colombia. Revista de Ciencias Sociales (RCS), 21(4), 24-40.
Ries, E. (2011). The lean startup. New York, USA: Crown Publishing Group.
Sawhney, M., Wolcott, R., & Arroniz, I., (2007). The Twelve Different Ways for Companies to Innovate. IEEE Engineering Management Review, February 2007.
Tinoco, F. O., Espallardo, M. H., & Orejuela, H, A., (2014). Impacto de la orientación proactiva y reactiva al mercado sobre el éxito de la innovación. El papel moderador de la orientación al aprendizaje. Cuadernos de Administración, 27(49), 109-133.
Vagnani, G., & Volpe, L., (2017). Innovation attributes and managers' decisions about the adoption of innovations in organizations: A meta-analytical review. International Journal of Innovation Studies, 1(2), 107-133.
Vargo S. L. (2011). Market systems, stakeholders and value propositions. Toward a service-dominant logic-based theory of the market, IN Extending service-dominant logic. European Journal of Marketing, 45(1/2), 217- 222.
Vargo S., & Lusch, R. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing 68(1), 1-17.