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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]

As of the second half of the past century, operations areas began to be acknowledged as strategic areas for organizational competitiveness, whether the firms were industrial companies or service companies. A fundamental question arose from that acknowledgement, "Is the operations area really supporting the company in meeting its objectives?" For manufacturing companies, present-day competitive pressures demand multi-factor performance and developing a manufacturing strategy that is coherent with the business strategy becomes a must. This paper presents a general procedure for evaluating the structural coherence of the manufacturing strategy, taking three main elements into consideration: competitive priorities, production systems, and manufacturing gearing. This procedure was given to a set of thirteen companies in the metalwork industry for them to apply. It revealed some structural gaps. That was particularly concerning in cases where the company sought to attend highly demanding export markets. The paper suggests future actions related to searching for new market niches that can be immediately attended and simultaneously undertaking projects to strengthen these companies' competitive 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]

The fact whether a proactive market response could have a bearing on how to withstand an economic crisis is being examined in this paper. A theory linking a strategic emphasis on marketing, market orientation and entrepreneurial orientation is being put to the test as the background to a "proactive market" counter-cyclical response, on the basis of a structural equation model drawing on Spanish companies' data. Finding show that betting on a proactive market allows for a competitive advantage and the company value over the crisis period to be secured. A strong link between proactive marketing and performance is brought to light, thus bearing out the fact that an investment in marketing accounts for an effective response from companies in times of crisis, controverting usual business practices. [ABSTRACT FROM AUTHOR]

Some of the dynamic capabilities on the basis of which a Colombian company could be eligible to become a Born Global company are taken into consideration in this paper, among which mention could be made of the bearing strategic alliances are having, how the market is being positioned, and organizational learning. On the basis of data collected through a survey being conducted of 297 manufacturing companies in the country in 2011, these dynamic capabilities have been sorted out by means of an artiicial neural networks model. According to indings, those companies which are undergoing a swift internationalization process are mainly told apart because they are supported on learning, socialization and an in-depth awareness of the market they are working with, allowing them to design competitive advantages. These indings are stretching out the Born Global company research to the business strategy field. [ABSTRACT FROM AUTHOR]

Organizational Learning (OL) is currently broadly acknowledged as a strategic resource for improving organizational competitiveness and, since the beginning of the 1990s, it has constituted one of the topics of research with most projection in the discipline strategic management. Under that premise, this paper proposes studying the OL concept. To do so, it first analyzes the different schools of thought defined in OL. Next, it identifies and defines each one of the dimensions essential to OL. Then, it proceeds with the empirical aspects, analyzing the data from the obtained sample. Results reveal that the limits between the management school of thought and the learning process school of thought are not as clear cut as the conceptual experts for each school advocate. The above conclusion is drawn based on the component management being more preponderant in the learning process school of thought than the importance the theory had first granted it. [ABSTRACT FROM AUTHOR]