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dc.creatorRivera Vargas, María Isabel
dc.date2013-09-26
dc.identifierhttps://www.jotmi.org/index.php/GT/article/view/art396
dc.identifier10.4067/S0718-27242013000400006
dc.descriptionThe idea that organizational learning is closely linked to innovation became firmly established by the end of the nineties (Argyris and Schön, 1978; Watkins and Marsick, 1993; Nonaka and Takeuchi, 1995), however, very little research in these topics is done in developing countries. Therefore, the objective of this article is to expose the underlying dimensions as well as the organizational values that should characterize an organizational learning process, as a strategy for technological capacities construction in small and medium size firms. Consequently, through analytical-synthetic methodology including a case study analysis, this article evidence those determinants characteristics of an organizational learning approach to promote the planning of technological learning processes for catching up in order for developing countries to get into the path of innovation.en-US
dc.formatapplication/pdf
dc.languageeng
dc.publisherFacultad de Economía y Negocios, Universidad Alberto Hurtadoen-US
dc.relationhttps://www.jotmi.org/index.php/GT/article/view/art396/859
dc.rightsCopyright (c) 2013 Journal of Technology Management & Innovationen-US
dc.rightshttps://creativecommons.org/licenses/by-sa/4.0en-US
dc.sourceJournal of Technology Management & Innovation; Vol. 8 No. 3 (2013); 57-69en-US
dc.sourceJournal of Technology Management & Innovation; Vol. 8 Núm. 3 (2013); 57-69es-ES
dc.source0718-2724
dc.subjectorganizational Learningen-US
dc.subjectinnovation Systemsen-US
dc.subjecttechnological learningen-US
dc.subjectsmall and medium size firmsen-US
dc.subjectdeveloping countriesen-US
dc.titleUnderlying Dimensions and Organizational Values in Organizational Learning: Strategy for Capacity Building in Developing Countriesen-US
dc.typeinfo:eu-repo/semantics/article
dc.typeinfo:eu-repo/semantics/publishedVersion
dc.typeArtículo revisado por paresen-US


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