Coevolução E Competências Operacionais: Visão Presente E Oportunidades De Pesquisas Futuras

Abstract

Doi: alcance.v24n2.p164-174 RESUMOA discussão sobre criação e desenvolvimento de competências preferencialmente tem seguido um foco interno à empresa com grande influência da visão-baseada em recursos. Por sua vez, estudos influenciados pela Economia Industrial indicam o ambiente externo como o aspecto chave para o desenvolvimento de competências e busca de novas tecnologias. Este artigo se propõe a discutir como competências operacionais são desenvolvidas a partir da abordagem de coevolução, que combina aspectos internos e externos como fontes propulsoras para o desenvolvimento de competências nas empresas. A comparação dos quatro níveis dos estágios coevolutivos com os estágios competitivos em operações mostra que em níveis mais avançados há um processo amplo de aprendizado e interação entre os atores envolvidos.Palavras-Chave: competências operacionais, coevolução, competências dinâmicas, novas tecnologias. ABSTRACTThe discussion on the creation and development of skills has preferably followed a focus that is internal to the company, with great influence of the resource-based vision. Meanwhile, studies influenced by the Industrial Economy indicate the external environment as the key aspect for the development of skills and the search for new Technologies. This article proposes to discuss how operational competencies are developed, based on the approach of coevolution, which combines internal and external aspects as driving forces for the development of skills in companies. The comparison of four levels of the coevolutive stages with the competitive stages in operations shows that at more advanced levels, there is a broad process of learning and interaction among the actors involved.Keywords: operational skills, coevolution, dynamic skills, new technologies. RESUMENLa discusión sobre la creación y el desarrollo de competencias ha seguido preferentemente un foco interno a la empresa con gran influencia de la visión basada en recursos. A su vez, los estudios que sufrieron influencia de la Economía Industrial indican el ambiente externo como el aspecto clave para el desarrollo de competencias y búsqueda de nuevas tecnologías. Este artículo se propone discutir cómo se desarrollan las competencias operacionales a partir del abordaje de coevolución, que combina aspectos internos y externos como fuentes Disponível em: www.univali.br/periodicos

Operational competencies rooted in resource theory: operations strategy and supply chain performance

“…Performance measurement occurs through competitive priorities and structural decisions and infrastructures that develop operational competencies (Wheelwright, 1984;Paiva, 2017).…”

“…Competitive priorities are criteria that manufacturing systems can adopt as a consistent set of performance dimensions to meet manufacturing (Skinner, 1969), thereby enhancing and maintaining the competitiveness of business and corporate units and structural and infrastructural decisions (Wheelwright, 1984;Paiva, 2017).…”

“…Recent studies have analyzed aspects of Operations Strategy from a perspective that shows more consistency in strategic decisions in operations, based on resources owned or controlled by a company (Paiva, 2017). This category includes studies by Wu, Choi, andRungtsunatham (2010, 2012).…”

“…In the business environment, the strategy is about taking actions and allocating resources to achieve business goals. Among the concepts of strategy is related to the Operations Strategy that guides the search for competitiveness and highlights the role of manufacturing as decisive for adapting strategic resources and developing competencies to compete in competitive environments (Paiva, 2017). Since the 1960s, several studies have promoted the development of business strategy concepts, for example, Chandler (1962).…”

Influence of relational resources on the development of relational operating skills

“…Thus, competencies have been defined as the ability to efficiently exploit existing resources (March, 1991), a category of organizational competencies aimed at performing basic functional business activities (Collis, 1995), daily problem-solving skills (Winter, 2003), ability to perform daily activities (Pavlou;Sawy, 2011), ability to explore the resource base through learning, process refinement, skills and incentives needed to repeat, leverage and sustain past successes (Martin, 2011), and the result of selection of resources and practices that allow activities to be carried out efficiency and efficacy (Paiva, 2017). The study by Wu, Melnyk, and Flynn (2010) conceptualized operational competencies as specific skill sets, processes, and problem-solving routines through resource configuration.…”