El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)

Ilustraciones, gráficas

Autores:: Gallego Giraldo, Carmenza

Tipo de recurso:: Doctoral thesis

Fecha de publicación:: 2021

Institución:: Universidad de Caldas

Repositorio:: Repositorio U. de Caldas

Idioma:: eng
spa

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network_acronym_str	UCALDAS2
network_name_str	Repositorio U. de Caldas
repository_id_str
dc.title.spa.fl_str_mv	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
title	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
spellingShingle	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO) Diseño Creatividad Diseño estratégico Capital intelectual Transformación organizacional Competencias de diseño Proceso de diseño Enfoque diseño participativo
title_short	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
title_full	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
title_fullStr	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
title_full_unstemmed	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
title_sort	El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)
dc.creator.fl_str_mv	Gallego Giraldo, Carmenza
dc.contributor.advisor.none.fl_str_mv	Calderón Hernández, Gregorio
dc.contributor.author.none.fl_str_mv	Gallego Giraldo, Carmenza
dc.subject.lemb.none.fl_str_mv	Diseño Creatividad
topic	Diseño Creatividad Diseño estratégico Capital intelectual Transformación organizacional Competencias de diseño Proceso de diseño Enfoque diseño participativo
dc.subject.proposal.spa.fl_str_mv	Diseño estratégico Capital intelectual Transformación organizacional Competencias de diseño Proceso de diseño Enfoque diseño participativo
description	Ilustraciones, gráficas
publishDate	2021
dc.date.accessioned.none.fl_str_mv	2021-05-26T16:34:13Z
dc.date.available.none.fl_str_mv	2021-05-26T16:34:13Z
dc.date.issued.none.fl_str_mv	2021-05-25
dc.type.spa.fl_str_mv	Trabajo de grado - Doctorado
dc.type.coarversion.fl_str_mv	http://purl.org/coar/version/c_970fb48d4fbd8a85
dc.type.coar.spa.fl_str_mv	http://purl.org/coar/resource_type/c_db06
dc.type.content.spa.fl_str_mv	Text
dc.type.driver.spa.fl_str_mv	info:eu-repo/semantics/doctoralThesis
dc.type.redcol.spa.fl_str_mv	https://purl.org/redcol/resource_type/TD
format	http://purl.org/coar/resource_type/c_db06
dc.identifier.uri.none.fl_str_mv	https://repositorio.ucaldas.edu.co/handle/ucaldas/16647
dc.identifier.instname.spa.fl_str_mv	Universidad de Caldas
dc.identifier.reponame.spa.fl_str_mv	Repositorio Institucional Universidad de Caldas
dc.identifier.repourl.spa.fl_str_mv	https://repositorio.ucaldas.edu.co/
url	https://repositorio.ucaldas.edu.co/handle/ucaldas/16647 https://repositorio.ucaldas.edu.co/
identifier_str_mv	Universidad de Caldas Repositorio Institucional Universidad de Caldas
dc.language.iso.spa.fl_str_mv	eng spa
language	eng spa
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spelling	Calderón Hernández, Gregorio6d9ca71234a9021236d593b39c258186Gallego Giraldo, Carmenza51886b2a6e5aba08ddb8b72b096b96b02021-05-26T16:34:13Z2021-05-26T16:34:13Z2021-05-25https://repositorio.ucaldas.edu.co/handle/ucaldas/16647Universidad de CaldasRepositorio Institucional Universidad de Caldashttps://repositorio.ucaldas.edu.co/Ilustraciones, gráficasspa: El diseño estratégico es un campo del diseño de abordaje reciente, situado sobre todo en el marco empresarial, son muchas las definiciones que al respecto se han elaborado, no obstante, aún no se evidencia un consenso. Sus orígenes se remontan a tres grandes momentos: el paso del diseño del producto a la gestión del diseño (Cooper, Junginger, & Lockwood, 2009; Wolff y Amaral, 2016), de la formulación de estrategias a la creación de valor (Borja de Mozota & Kim, 2009; Calabretta & Gemser, 2017; De Souza Libânio et al., 2017; Wolff y Amaral, 2016), y de recurso estratégico a la innovación empresarial (Eneberg 2016; Franzato, 2010; Friedman 2016; Morelli, 2003; Muratovski 2015;), todo ello para contextualizar la perspectiva del diseño estratégico como recurso y capacidad empresarial, y para la presente tesis doctoral con capital intelectual. Lo que subyace a la perspectiva del diseño estratégico como capital intelectual corporativo es la comprensión del diseño como una actividad humana (Simon, 1996), presente en la vida cotidiana de las personas (Buchanan, 1992), toda vez que quien proyecta cursos de acción, desarrolla diseño (Jacobs et al., 2013; Newman, 2000; Stebbings & Braganza, 2009). Sin embargo, también existe un diseño como práctica profesional (Krippendorff, 2005), de allí los términos de “diseño”, “diseñador” o diseño “difuso” y diseño de “experto” (Manzini, 2015), y cuando se combinan las competencias naturales con las técnicas, se potencia y cualifica su uso. En consecuencia, se considera que las empresas están dotadas de diseño, como lo expresa Junginger (2015) son legados de diseño. Su foco central es que el hecho de no contar con diseñadores no implica que el diseño no esté presente, otra cosa es cómo se hace, qué tan claro está para la empresa la función de diseño y su pertinencia en la incorporación de la vida organizacional. En este marco se sitúa la presente investigación, al hacer conciencia de la capacidad de diseño del que disponen las empresas a través del capital intelectual que este provee. En este marco, la presente investigación asume como diseño estratégico aquel enfoque de diseño que utiliza su riqueza disciplinar para coadyuvar en el análisis y resolución de problemas estratégicos organizacionales (Reed et al., 2006) canalizando las habilidades de diseño natural y profesional, todo ello soportado en la concepción del diseño como capital intelectual(Acedo et al., 2006; Reed et al., 2006), el cual muchas veces las empresas desconocen, ofreciendo a investigadores y profesionales del diseño y la administración una perspectiva teórica diferente para abordar el diseño estratégico en el campo empresarial. Esta perspectiva del capital intelectual se basa en aceptar el conocimiento como el eje central de dicho capital, el cual se diferencia en tres tipos: el conocimiento tácito (presente en las personas y reflejado en sus competencias), el explícito (presente en la vida organizacional a través de sus procesos principalmente) y el distribuido (el que se logra construir fruto de la interacción con los grupos de interés), denominados capital humano, estructural y relacional, respectivamente (Delgado, Martín-de-Castro, Navas, & Cruz, 2011; Shedden, Smith y Ahmad, 2010). En esta investigación se argumenta el por qué y el cómo el diseño estratégico puede contribir con el capital humano, relacional y estructural de las empresas, particularmente al señalar que el diseño puede: 1) reforzar las competencias abductiva (Córdoba, Arteaga y Bonilla 2015; Kolko 2010; Niño, 2001), creativa (Brown, 1989; Cross, 2007; Jeffries, 2007; Klimenko, 2008; Smith, Ward, & Finke, 1995) y empática del ser humano (Kouprie & Visser, 2009; McDonagh, 2006; Postma, Zwartkruis-Pelgrim, Daemen, & Du, 2012) todo ello como capital humano, 2) estimular y orientar desde su enfoque participativo el trabajo con los grupos de interés e incentivar su participación hasta llegar a los niveles de co-creación (Arnstein, 1969; Hussain, Sanders y Steinert 2012; Sanders, Brandt, & Binder, 2010; Sanders, 2002), aumentando su capital relacional, y 3) incorporar a la cultura de la empresa el “proceso de diseño” (Morales, 2004) como un método a ser utilizado en diferentes asuntos de vida organizacional aplicando sus diversas técnicas, herramientas e instrumentos, como capital estructural. Sobre esta base, la investigación presenta una manera de utilizar todos los capitales antes mencionados en uno de los asuntos estratégicos de mayor riesgo para la vida empresarial como es el de la transformación (Jansson, 2013). Esta hace referencia a aquellos cambios profundos que las organizaciones efectúan para enfrentar la dinámica cada vez más compleja de los entornos que las rodean. Sus bajas tasas de éxito (Al-Haddad & Kotnour, 2015; Burnes & Jackson, 2011; Higgs & Rowland, 2005; Jacobs, Van Witteloostuijn & Christe‐Zeyse, 2013), reflejan una realidad empresarial que debe ser atendida. En este marco, la tesis doctoral plantea como objetivo general comprender cómo puede contribuir el diseño estratégico como capital intelectual, en la Transformación Organizacional. Para lograr este propósito se construyó un “modelo teórico” que argumenta conceptualmente el enfoque de diseño estratégico asumido, para el abordaje empírico se presenta la triangulación epistemológica, ontológica y metodológica requerida para dar validez y confiabilidad a la investigación. En consecuencia, esta investigación se estructura documentalmente en siete numerales: 1. Planteamiento del problema de investigación. 2. Marco teórico, el cual contiene siete apartados que resaltan el valor de esta investigación en materia de contribución a la literatura científica. 3. Metodología, en el que se hace explícito cómo se transita de lo paradigmático a lo teórico y a lo metodológico. 4. Resultados, análisis y discusión, que se estructura en cuatro apartados, en cada uno de los cuales se presentan los resultados o hallazgos sean cuantitativos o cualitativos, y se hace el análisis y la discusión a la luz de la literatura revisada, como una forma de darle interpretación a lo encontrado en la investigación. 5. Triangulación de resultados que se aborda en tres niveles de triangulación de la información. 6. Conclusiones. 7. Limitaciones e investigaciones futuras.eng: Strategic design is a field of recent approach design, located above all in the business framework, there are many definitions that have been drawn up in this regard, however, there is still no evidence of a consensus. Its origins go back to three great moments: the step from product design to design management (Cooper, Junginger, & Lockwood, 2009; Wolff & Amaral, 2016), from strategy formulation to value creation (Borja de Mozota & Kim, 2009; Calabretta & Gemser, 2017; De Souza Libânio et al., 2017; Wolff and Amaral, 2016), and a strategic resource for business innovation (Eneberg 2016; Franzato, 2010; Friedman 2016; Morelli, 2003 ; Muratovski 2015;), all of this to contextualize the perspective of strategic design as a resource and entrepreneurial capacity, and for the present doctoral thesis with intellectual capital. What underlies the perspective of strategic design as corporate intellectual capital is the understanding of design as a human activity (Simon, 1996), present in people's daily lives (Buchanan, 1992), since whoever projects courses of action , develops design (Jacobs et al., 2013; Newman, 2000; Stebbings & Braganza, 2009). However, there is also design as a professional practice (Krippendorff, 2005), hence the terms "design", "designer" or "diffuse" design and "expert" design (Manzini, 2015), and when the natural skills with techniques, their use is enhanced and qualified. Consequently, companies are considered to be endowed with design, as expressed by Junginger (2015)they are design legacies. Its central focus is that the fact of not having designers does not imply that design is not present; it is another matter how it is done, how clear the design function and its relevance to the incorporation of organizational life are for the company. This research is situated within this framework, by raising awareness of the design capacity that companies have through the intellectual capital that it provides. In this framework, this research assumes as strategic design that design approach that uses its disciplinary richness to contribute to the analysis and resolution of organizational strategic problems (Reed et al., 2006) channeling natural and professional design skills, all of this supported by the conception of design as intellectual capital (Acedo et al., 2006; Reed et al., 2006), which companies are often unaware of, offering researchers and design and administration professionals a different theoretical perspective to address the strategic design in the business field. This perspective of intellectual capital is based on accepting knowledge as the central axis of said capital, which is differentiated into three types: tacit knowledge (present in people and reflected in their skills), explicit knowledge (present in organizational life mainly through its processes) and distributed (which is built as a result of interaction with stakeholders), called human, structural and relational capital, respectively (Delgado, Martín-de-Castro, Navas, & Cruz, 2011; Shedden, Smith and Ahmad, 2010). This research argues why and how strategic design can contribute to the human, relational and structural capital of companies, particularly by pointing out that design can: 1) reinforce abductive skills (Córdoba, Arteaga and Bonilla 2015; Kolko 2010; Niño, 2001), creative (Brown, 1989; Cross, 2007; Jeffries, 2007; Klimenko, 2008; Smith, Ward, & Finke, 1995) and empathic of the human being (Kouprie & Visser, 2009; McDonagh, 2006; Postma, Zwartkruis-Pelgrim, Daemen, & Du, 2012) all this as human capital, 2) stimulate and guide from their approach participatory work with stakeholders and encourage their participation until reaching the levels of co-creation (Arnstein, 1969; Hussain, Sanders and Steinert 2012; Sanders, Brandt, & Binder, 2010; Sanders, 2002), increasing their capital relational, and 3) incorporate into the culture of the company the "design process" (Morales, 2004) as a method to be used in different matters of organizational life applying its various techniques, tools and instruments, such as structural capital. On this basis, the research presents a way to use all the aforementioned capitals in one of the strategic issues of greatest risk for business life, such as transformation (Jansson, 2013). This refers to those profound changes that organizations carry out to face the increasingly complex dynamics of the environments that surround them. Its low success rates (Al-Haddad & Kotnour, 2015; Burnes & Jackson, 2011; Higgs & Rowland, 2005; Jacobs, Van Witteloostuijn & Christe-Zeyse, 2013) reflect a business reality that must be addressed. In this framework, the doctoral thesis raises the general objective of understanding how strategic design can contribute as intellectual capital in Organizational Transformation. To achieve this purpose, a “theoretical model” was built that conceptually argues the assumed strategic design approach. For the empirical approach, the epistemological, ontological and methodological triangulation required to give validity and reliability to the research is presented. Consequently, this research is structured documentary in seven numbers: 1. Statement of the research problem. 2. Theoretical framework, which contains seven sections that highlight the value of this research in terms of contribution to the scientific literature. 3. Methodology, in which it is made explicit how to move from the paradigmatic to the theoretical and the methodological. 4. Results, analysis and discussion, which is structured in four sections, in each of which the results or findings are presented, whether quantitative or qualitative, and the analysis and discussion is made in the light of the literature reviewed, as a way to interpret what was found in the investigation. 5. Triangulation of results that is approached in three levels of triangulation of the information. 6. Conclusions. 7. Limitations and Future Research.INTRODUCCIÓN/ 1. PLANTEAMIENTO DEL PROBLEMA DE INVESTIGACIÓN / ANTECEDENTES / 1.2 FORMULACIÓN DE PROBLEMA / 1.3 SISTEMA DE OBJETIVOS/ 1.3.1 Objetivo General/ 1.3.2 Objetivos Específicos/ 1.4 APORTES DE LA TESIS / 2. MARCO TEÓRICO / 2.1 DISEÑO COMO ACTIVIDAD HUMANA/ 2.1 EL DISEÑO EN LAS EMPRESAS / 2.3 ORIGENES DEL DISEÑO ESTRATÉGICO Y SUS PERSPECTIVAS / 2.3.1 Del Diseño de Productos a la Gestión del Diseño/ 2.3.2 De la Gestión del Diseño al Diseño Estratégico/ 2.3.3 Del Diseño Estratégico a la Innovación Empresarial. / 2.4 EL DISEÑO ESTRATÉGICO COMO CAPITAL INTELECTUAL / 2.4.1 Perspectiva Teórica del Capital Intelectual/ 2.4.2 Componentes del Capital Intelectual / 2.4.2.1 Las Competencias de Diseño como Capital Humano/ 2.4.2.2 El Enfoque Participativo de Diseño como Capital Relacional/ 2.4.2.3 El Proceso de Diseño Como Capital Estructural. / 2.5 TRANSFORMACIÓN ORGANIZACIONAL/ 2.5.1 Perspectivas Teóricas/ 2.5.2 Perspectiva Investigativa/ 2.5.3 Perspectiva Conceptual/ 2.5.4 Perspectiva Metodológica/ 2.6 RELACIÓN ENTRE DISEÑO ESTRATÉGICO Y TRANSFORMACIÓN ORGANIZACIONAL/ 2.6.1 El Diseño como Generador de Cambios y Transformaciones en las Empresas/ 2.6.2 El Diseño Aplicado a los Procesos de Transformación Organizacional/ 2.7 DISEÑO ESTRATÉGICO Y TRANSFORMACIÓN ORGANIZACIONAL: UN ASUNTO DE CONTRIBUCIÓN / 2.7.1 El Papel de la Competencia Abductiva en la Comprensión de la Naturaleza del Cambio/ 2.7.2 El Papel de la Competencia Creativa en el Establecimiento de la Alternativa de Solución en un Proceso de Transformación Organizacional / 2.7.3 El Papel de la Competencia Empática y el Enfoque Participativo del Diseño en la Construcción de Vínculos Sociales en un Proceso de Transformación Organizacional/ 2.7.4 Proyectos de Transformación Organizacional desde el Diseño Estratégico/ 2.7.4.1 Etapa de Inspiración / 2.7.4.2 Etapa de Ideación/ 2.7.4.3 Etapa De Implementación/ 3. METODOLOGÍA/3.1POSICIÓN ONTOLÓGICA/ 3.2POSICIÓN EPISTEMOLÓGICA/ 6 3.3 MÉTODO DE GENERACIÓN DEL CONOCIMIENTO / 3.4 METODOLOGÍA/ 3.4.1 Diseño de Investigación /3.4.2 Contexto de la Investigación. / 3.4.3 Población y Muestra/ 3.4.4 Técnicas E Instrumentos/ 3.4.4.1 Técnicas e Instrumentos Cualitativos. / 3.4.4.2 Técnicas e Instrumentos Cuantitativos. / 3.4.5 Criterios de Validez y Confiablidad/ 3.4.6 Procedimientos para Recolección de Datos/3.4.7 Técnicas para Procesamiento de la Información/ 4. RESULTADOS, ANÁLISIS Y DISCUSIÓN/ 4.1 TRANSFORMACIONES ORGANIZACIONALES: LECCIONES APRENDIDAS/ 4.1.1 Hallazgos. / 4.1.1.1 Casos de Transformación Organizacional/ 4.1.1.2 Razones que le dan Origen a las Transformaciones Organizacionales. / 4.1.1.3 responsables del Proceso de Transformación Organizacional. / 4.1.1.4 Logros del Proceso de Transformación Organizacional/ 4.1.1.5 Aprendizajes. / 4.1.1.6 Obstáculos/ 4.1.1.7 Conceptos de Transformación Organizacional/ 4.1.2 Análisis y Discusión de Resultados/ 4.1.2.1 Características de las Transformaciones Organizacionales: Una Radiografía del Entorno. / 4.1.2.2. Dinámica Interna de las Transformaciones Organizacionales y sus Principales Efectos/ 4.1.2.3 Manejo de Restricciones en los Procesos de Transformación Organizacional. / 4.1.2.4 Lo que se Entiende por Transformación Organizacional. / 4.2 Nivel de uso de las competencias abductiva, creativa y empática de diseño y sus relaciones como capital humano en el Grupo Empresarial / 4.2.1 Hallazgos/ 4.2.1.1 Nivel de uso de la Competencia Abductiva como Capital Humano en el Grupo Empresarial/ 4.2.1.2 Nivel de uso de la Competencia Creativa como Capital Humano en el Grupo Empresarial. /4.2.1.3 Nivel de Uso de la Competencia Empática como Capital Humano en el Grupo Empresarial. /4.2.2 Análisis y Discusión de Resultados/ 4.2.2.1 Contribuciones de la Abducción en el Análisis de los Fenómenos Organizacionales. / 4.2.2.2 Contribuciones de la Creatividad al Desarrollo y Aplicación de Ideas Novedosas en las Empresas. / 4.2.2.3 Contribuciones de la Empatía a la Generación de Redes Afectivas de Trabajo/ 4.2.3 Relación de las Competencias Abductiva, Creativa y Empática de Diseño / 4.3 CONTRIBUCIONES DEL DISEÑO ESTRATÉGICO AL CAPITAL HUMANO Y RELACIONAL DE LAS EMPRESAS EN LOS PROCESOS DE TRANSFORMACIÓN ORGANIZACIONAL. / 4.3.1 La Competencia Abductiva en la Comprensión y Establecimiento de la Naturaleza de las Transformaciones Organizacionales/ 4.3.1.1 Hallazgos. / 4.3.1.2 Análisis y Discusión de Resultados/ 4.3.2 La Competencia Creativa en el Establecimiento de las Alternativas de Acción en el Proceso de Transformación Organizacional / 4.3.2.1 Hallazgos. / 4.3.2.2 Análisis y Discusión de Resultados/ 4.3.3 La Competencia Empática y el Uso del Enfoque Participativo del Diseño en el Establecimiento de Vínculos y Relaciones con los Grupos de Interés Como Capital Relacional/ 4.3.3.1 Hallazgos. / 4.3.3.2 Análisis y Discusión de Resultados/ 4.4 APORTES DEL DISEÑO ESTRATÉGICO COMO CAPITAL ESTRUCTURAL A LOS PROYECTOS DE TRANSFORMACIÓN ORGANIZACIONAL: UN ASUNTO DE METODOLOGÍA/ 4.4.1 Opciones Metodológicas para la TO. el Pensamiento de Diseño Como Capital Estructural. / 4.4.1.1 Hallazgos. / 4.4.1.2 Análisis y Discusión de Resultados/ 4.4.2 Etapas del Pensamiento de Diseño Aplicado a Proyectos de Transformación Organizacional / 4.4.2.1 Etapa de Inspiración. / 4.4.2.2 Etapa de Ideación/ 4.4.2.3 Etapa de Implementación / 5. TRIANGULACIÓN DE RESULTADOS DE PRIMERO, SEGUNDO Y TERCER NIVEL. / 5.1 TRIANGULACIÓN DE DATOS DE PRIMER NIVEL/ 5.1.1 Competencia Abductiva, Comprensión de la Naturaleza de las TO y la Etapa de Inspiración en Proyectos de TO. / 5.1.2 Competencia Creativa, Elección de Alternativas de TO y la Etapa de Ideación en Proyectos de TO/ 5.1.3 Competencia Empática, Vínculos con los Grupos de Interés y la Etapa de Implementación en Proyectos De TO. / 5.2 TRIANGULACIÓN DE SEGUNDO NIVEL. ARTICULACIÓN DEL MODELO TEÓRICO DE LA INVESTIGACIÓN CON LOS PRINCIPALES HALLAZGOS/ 5.3 TRIANGULACIÓN DE TERCER NIVEL. PROPUESTA PARA LA TRANSFORMACIÓN ORGANIZACIONAL DESDE EL DISEÑO ESTRATÉGICO COMO CAPITAL INTELECTUAL / 5.3.1 Transformaciones Organizacionales, un Asunto de Decisión Estratégica. / 5.3.2 Proceso de Transformación Organizacional. / 5.3.2.1 Comprender Hechos y Situaciones Organizacionales, Base para Determinar la Naturaleza de la TO. /5.3.2.2 Determinar el Camino a Seguir, Ruta de Acción Colaborativa/ 5.3.2.3 La Co-Creación, Eje Central del Proceso de TO/ 5.3.3 Proyectos de TO. Etapas para su Adecuada Gestión/ 5.3.3.1 Inspiración / 5.3.3.2 Ideación/ 5.3.3.3 Implementación / 6. CONCLUSIONES/ 7. LIMITACIONES E INVESTIGACIONES FUTURAS/ 8. ANEXOS/ A. ANEXO: GUÍA ENTREVISTA DE INCIDENTES CRÍTIVOS / B. ANEXO: GUIA DE ENTREVISTA SEMI-ESTRUCTURADA “APLICACIÓN DE COMPETENCIAS EN LOS PROCESOS DE TRANSFORMACIÓN ORGANIZACIONAL” /C. ANEXO: GUIA DE ENTREVISTA SEMI-ESTRUCTURADA “APLICACIÓN DEL DISEÑO ESTRATÉGICO EN LOS PROYECTOS DE TRANSFORMACIÓN ORGANIZACIONAL” /REFERENCIAS/ Lista de figuras Figura 1. Capital intelectual en la teoría de los recursos y capacidades. / Figura 2. Diseño estratégico y capital intelectual. / Figura 3. Comparación modelos de Transformación Organizacional. / Figura 4. Síntesis del diseño estratégico aplicado a la Transformación Organizacional/ Figura 5. Estructura general del trabajo. / Figura 6. Diagrama de dispersión competencia abductiva vs competencia creativa / Figura 7. Diagrama de dispersión competencia abductiva vs competencia empática / Figura 8. Diagrama de dispersión competencia creativa vs competencia empática / Figura 9. Red semántica 1. Competencia abductiva en las Transformaciones Organizacional. / Figura 10. Red semántica 2. Competencia creativa en las Transformaciones Organizacional. / Figura 11. Red semántica 3. Competencia empática y enfoque participativo del diseño en procesos de Transformación Organizacional/Figura 12. Red semántica 4. Proceso de diseño en los proyectos de Transformación Organizacional. / Figura 13. Triangulación de primer nivel, primera parte/ Figura 14. Triangulación de primer nivel, segunda parte. / Figura 15. Triangulación de primer nivel, tercera parte. / Figura 16. Tercera triangulación de segundo nivel/ Figura 17. Síntesis propuesta de Diseño estratégico para la Transformación Organizacional/ Lista de tablas Tabla 1. Un enfoque de diseño estratégico como capital intelectual. / Tabla 2. Síntesis proceso de diseño estratégico. / Tabla 3. Síntesis diseño estratégico como capital intelectual. / Tabla 4. Diferencias entre cambio y transformación. / Tabla 5. Criterios selección caso de estudio/ Tabla 6. Información básica de las empresas del grupo del caso de estudio. / Tabla 7. Población y muestra aplicación cuestionario. / Tabla 8. Un resumen de los entrevistados/ Tabla 9. Categorías y descriptores para identificar la presencia de las competencias en los procesos de Transformación Organizacional. / Tabla 10. Categorías y descriptores para identificar la presencia del diseño estratégico en los proyectos de Transformación Organizacional. / 9 Tabla 11. Componentes de la competencia abductiva. / Tabla 12. Técnicas e instrumentos de recolección de información/ Tabla 13. Fichas técnicas de los instrumentos de recolección de información/ Tabla 14. Acciones para garantizar los criterios de validez propios del método mixto de investigación/ Tabla 15. Fases análisis de datos cualitativos. / Tabla 16. Síntesis casos de Transformación Organizacional/ Tabla 17. Logros de las Transformaciones Organizacionales/ Tabla 18. Aprendizajes de las Transformaciones Organizacionales/ Tabla 19. Principales obstáculos en las Transformaciones Organizacionales. / Tabla 20. Competencia abductiva grupo empresarial por componentes/ Tabla 21. Componentes, elementos e ítems de la competencia abductiva. Grupo empresarial/ Tabla 22. Componentes y elementos de la competencia abductiva en los casos de estudio/ Tabla 23. Componentes y elementos de la competencia abductiva por niveles organizacionales/ Tabla 24. Nivel de uso de la competencia creativa en el grupo empresarial. / Tabla 25. Nivel de uso de la competencia creativa en cada caso de estudio. / Tabla 26. Nivel de uso de la competencia por nivel organizativo. / Tabla 27. Competencia de la empatía. Total, grupo empresarial/ Tabla 28. Componentes e ítems de la competencia empática. Grupo empresarial investigado/ Tabla 29. Competencia empática en los casos de estudio/ Tabla 30. Competencia de la competencia de la empatía por niveles organizativos. / Tabla 31. Comparación del uso de la competencia de la empatía por niveles organizativos. / Tabla 32. 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

El diseño estratégico como capital intelectual aplicado a la transformación organizacional (TO)

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