An updated presentation of the socio‐economic management model

Savall, Henri

doi:10.1108/09534810310459756

Cited by 55 publications

(31 citation statements)

References 3 publications

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“…Las diferencias se encuentran en el nivel de reflexión sobre la apropiabilidad, acumulación y naturaleza del conocimiento (Hernández y Sánchez, 2004) y el papel de los actores organizacionales en el juego de la cooperación (Crozier y Friedberg, 1999;Savall, 2003). Como lo señala Dutrénit y VeraCruz (2002), las empresas compiten sobre la base de capacidades y competencias distintivas que se acumulan a lo largo del tiempo.…”

Section: El Concepto De Entrenamiento En Las Organizaciones Modernasunclassified

Entrenamiento, capacitación y financiamiento con crecimiento sostenido en las pequeñas empresas del sector industrial en San Luis Potosí

2017

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Un obstáculo para el crecimiento de las empresas es la incapacidad de resolver en tiempo los problemas a los que están expuestas. El objetivo de la presente investigación fue determinar la relación que existe entre el nivel de financiamiento, la capacitación, el entrenamiento por parte del empresario y el crecimiento sostenido de las pequeñas empresas industriales en San Luis Potosí (México). Lo concluido muestra que existe una relación entre la variable de la experiencia laboral como un factor determinante en el crecimiento sostenido. Esta investigación es solo una tendencia hacia la realidad del comportamiento de las empresas que conforman la muestra del sector industrial por la forma en que fueron seleccionadas las empresas de la muestra.

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Section: El Concepto De Entrenamiento En Las Organizaciones Modernasunclassified

Entrenamiento, capacitación y financiamiento con crecimiento sostenido en las pequeñas empresas del sector industrial en San Luis Potosí

2017

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“…• Docking activity index = TTPS OTPS (16) where TTPS is the total tons per ship, OTPS the occupation time per ship.…”

Section: Objectives Of the Internal Processes Perspective As Operatiomentioning

confidence: 99%

“…Consequently, actors in most middle and small size ports don't have a clear idea about the required improvements that must take place to make them agree with the international standards of efficiency and effectiveness. Therefore, a quantitative evaluation of the socioeconomic impact of port activities in the city where it is located, is rarely found [9,13,16]. It then becomes necessary for these port communities to count on tools to help them improve their competitiveness, not only at the national but also at the international level.…”

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confidence: 99%

A Business Model Design for the Strategic and Operational Knowledge Management of a Port Community

Córdova

Durán

2014

Ann. Data. Sci.

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The community modality how middle and small size ports work, consists of a group of associative enterprises and logistic chains. In order to optimize the efficiency of their activities at both strategic and operational levels, they require a continuous assessment of their knowledge management. Accordingly, this work proposes a business model design for managing a sea port community. Firstly, the mission and the strategic objectives for such a community are defined. Then, the main strategic lines are classified correspondingly to the Balance Scorecard approach, using indicators as: efficiency, operational excellence, profitability, integration, social responsibility, and added value to the environment. Strategic and operational efficiency indicators are designed not only for improving the company and port management but also to gain competitive advantages.

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“…The Socio-Economic Approach to Management developed by Savall (2003) brings light to the internal barriers that explain the difficulty to transition from the individual to the organizational knowledge of integrating more people to the entrepreneurial project. It suggests that the performance of the company is not the result of a combination of stable factors, but the result of an efficient movement, and thus proposes a socio-economic management model that favors the role of human potential as the fundamental resource to drive the sustainable economic development of the company.…”

mentioning

confidence: 99%

“…The company faces the natural erosion of the teams' cohesion, the constant change of professional abilities, so that permanently investing resources into maintaining the compromise and professionalization of its staff (Savall, 2003). It is therefore crucial to insist on the fact that that all the people in the organization are part of a process of change, and that they all contribute to recycling the hidden costs into socio-economic performance.…”

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confidence: 99%

Internal Orientation in the Growth of Born-Globals. Learning from Inside.

Rastrollo-Horrillo

Martín-Armario

2018

Proceedings

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Current literature has researched the main drivers of BGs during their life cycle, suggesting that organisational variables of entrepreneurial orientation (EO) and market orientation (MO) become fundamental for the long-term sustainability of BGs after a certain 'turning point'. But those variables remain, in the literature, intimately tied to the figure of the entrepreneur, forgetting the key role played by the rest of the staff, and to the interaction of the BG with external forces. Based on a longitudinal case study in a young BG by means of action-research, that allows the participation of all employees in the co-creation of internal knowledge, we identify organisational dysfunctions during the early phase that affect the development of entrepreneurial and market orientation. Using the Socio-Economic Approach to Management (Savall, 1974), we propose that the entrepreneurs need to adopt an Internal Orientation (aiming at developing a cohesive organisation), and that the 'right time' for doing so is not after a few years, as the literature suggests, but much earlier. Finally, we introduce in BG studies the instrumental role of management consultancy in the sustainability of the international venture.

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An updated presentation of the socio‐economic management model

Abstract: This article presents the socio-economic model founded and developed by the author since 1973. It focuses on the fundamental hypothesis of the socio-economic approach to management (SEAM) and demonstrates how the model is a system-wide approach to change management.

Cited by 55 publications

References 3 publications

Entrenamiento, capacitación y financiamiento con crecimiento sostenido en las pequeñas empresas del sector industrial en San Luis Potosí

Entrenamiento, capacitación y financiamiento con crecimiento sostenido en las pequeñas empresas del sector industrial en San Luis Potosí

A Business Model Design for the Strategic and Operational Knowledge Management of a Port Community

Internal Orientation in the Growth of Born-Globals. Learning from Inside.

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