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The dynamic capability framework has been the subject of great concern in the strategy, management and economy ields of work on account of the bearing it has to help understand the way how companies are facing changes in the setting where they work: A core issue within the context of open markets and global economies. Nonetheless, strong controversy has been sprouting up around these subjects, a controversy which should be identiied and solved so as to allow for this framework to be further expanded on as a consolidated theoretical body of thought. A survey is being made in this paper of the main areas of debate, and promissory research lines are being put forwards on the basis of a set of relevant papers being published since 1997, and being selected according with the number of times these papers have been included as footnotes quotes. [ABSTRACT FROM AUTHOR]

A conceptual and theoretical approach is being made in this paper of a tacit dynamic ability being currently dealt with in scientiic literature on the subject of resources and capabilities which have not so far been looked into with due thoroughness: The responsiveness, the ability to face up to opportunities, threats and crises having an exogenous origin. This capability is essential in a competitive world such as today's and, above all, in those countries working within an open economy setting. A survey is thus being conducted in this paper of the particular capabilities making up this ability, such as the setting-addressed surveillance, the way how reactions are being designed and applied. Further on, this paper includes two examples showing the way how some Colombian companies are managing such a capability. [ABSTRACT FROM AUTHOR]

The organizational culture in place at Empaques del Cauca SA, a worker-owned company, is being looked into in this paper, and a question is being posed about the contribution that organizational culture is making to the sustainability of the company and what are the lessons being drawn from it. Bearing on a qualitative approach, a case study is being conducted to describe the relevant cultural elements and their bearing on the company's management. A conclusion is then reached that the values and the imaginary are a cultural asset in the organization and its management model, because they both strengthen up the workers' sense of belonging, thus helping develop the company's projection and sustainability strategies. The review of management practices and organizational culture provides lessons which organizations of this sort could beneit from, as well as those operating in line with the traditional ownership scheme. [ABSTRACT FROM AUTHOR]

Drawing upon research indings of some authors, this paper is putting forwards a novel deinition of organizational capabilities pinpointing the nature, features and potential of this notion. This deinition suggests an alternative solution to the dificulty to establish a typology of organizational capabilities. The two components making up such a deinition are exempliied on the basis of a case analysis, i.e., the dialogic nature engrained in the governance capacity, and the dual dimension characterizing the way how such organization capabilities are being put into practice. Thus, such a deinition provides for an explicit and coherent conceptual basis for further research endeavours to be undertaken vis-à-vis organizational capabilities. [ABSTRACT FROM AUTHOR]

This paper analyzes if the strategic choice perspective contributes to generating and describing different basic types of work, beyond the proposals stated in contingent theory. The analysis of the hypotheses formulated through a study of a quantitative nature shows that the variables that mainly explain the differences among types of work (and that characterize the strategic choice perspective) are the variables that refer to the perception of the environment, in particular those that measure its degree of complexity and dynamism. To a lesser degree, the variable entrepreneur leadership style also influences the definition of the work characteristics. The relevance of that variable has to do with the logical requirements proper to autonomous, innovative work. Under those circumstances, the entrepreneurship style will be needed not only for top management but also for the workers involved in doing complex skilled work. [ABSTRACT FROM AUTHOR]

Greatly changing scenarios are affecting how organizations must be managed, leading to the need for very efficacious, efficient governance and management systems. Nowadays, it is essential to examine the elements that organizational governance implies and to pay special attention to the relation between governance and the agency theory that is be- coming vital in the seductive, complex topic of contemporaneous companies. This article broaches the theoretical bases of this issue, for the purpose of structuring a conceptual framework to organize the knowledge and scope of corporate governance and its alignment mechanisms, especially those related to the role of administration councils. The article ends by mentioning some papers on this matter, to give it a pragmatic approach. [ABSTRACT FROM AUTHOR]

Administration, a modern-age invention, was created towards the end of the 19th century as an expression of instrumental reasoning at the service of industrial capitalism. Afterwards, the first attempts at creating formal theories for administrative practices were consolidated, based on contributions by Taylor, Fayol, Mayo, and Weber. Their ideas, aimed at seeking how to achieve industrial efficiency, did not include the ontological understanding of the human beings in the organization. This paper takes a critical look at how human beings are conceived in the ambit of the administration theories that those authors espoused, for the purpose of establishing a window of reflection regarding human beings in organizations, to contribute to contemporary discussions that encourage a makeover for administration. [ABSTRACT FROM AUTHOR]

Introduction to Administration textbooks usually give simplistic definitions of administration, which do not correspond to the activities and duties that persons who perform management or administrative labors have. In addition, the concept of administration is made up of a series of unrelated loose ideas; for example, the role of managers, hierarchies in organizations or organizational culture. This paper reviews the definitions found in several such textbooks, from different theoretical perspectives and proposes a definition that relates to the various elements that comprise administration. [ABSTRACT FROM AUTHOR]