ESTUDIO DE LAS INNOVACIONES EMPRESARIALES NO SUSTENTADAS EN LA TECNOLOGÍA DE PUNTA

Como proceso multidimensional, la innovación ha sido abordada por diversas disciplinas: La Economía, donde su principal investigador fue el economista Joseph Schumpeter, dando nacimiento a la visión Schumpeteriana (hoy Neo-Schumpeterina). La Administración de Empresas, donde Peter Drucker (Drucker, 1985) desarrolla siete fuentes básicas de innovación a ser exploradas. Desde la Tecnología y sus diversas especializaciones, colocando el acento en el desarrollo tecnológico como fuente de innovación; entre otras. Es notable sin embargo, la escasez de estudios acerca de la innovación como metodología que puede ser desentrañada y aplicada; en otras palabras: estudiar y analizar si existen principios dan lugar a las innovaciones. El objetivo de la presente investigación es recopilar y analizar las innovaciones no sustentadas en tecnologías de punta; o que utilizándola, no constituya esta última el factor innovador; con el objeto de derivar agrupaciones en función a principios que posean en común. Dichos principios pretenden ser aplicables a diversas estructuras, sentando bases para un modelo sistemático en la búsqueda de innovaciones. La recopilación se realizará mediante revistas especializadas en papel y digitales sectoriales, de negocios, organismos gubernamentales y no gubernamentales, y libros de textos, la dimensión temporal refiere a los últimos veinte años.

Peter Drucker’s Principles, Philosophies, and Practices

Purpose: The purpose of this research paper is to explore Peter Drucker’s principles, philosophies, and practices. Knowledge workers and thought leaders are explained and knowledge and wealth are differentiated. The paper advises how everyone can excel as a knowledge worker and implores the augmentation of a knowledge pipeline. It outlines competencies for 21st -century managers and offers a strategy in an unpredictable world. Despite rapid changes in technology, the impact of Drucker’s ideas is shown to endure as his ideas on humanity, technology and prosperity are still relevant today. This article outlines his leadership lessons and equips the reader with his fundamental management tools. Drucker’s resonance reveals that individuals are mortal and ideas are immortal. The discourse substantiates that Peter Drucker is more relevant today and his ideas and insights continue to inspire the world, calling upon management thinkers, scholars, and practitioners to keep his legacy alive and carry it forward to build a better world. Research Limitations/Implications: The manuscript covers knowledge workers and management applying objectives from Peter Drucker’s perspective

Eupsychian Management in the Age of the Knowledge Worker

Over the past 50 years, a new type of worker emerged in companies across America called the “knowledge worker.” It was a kind of worker that was first envisioned by Peter Drucker in 1959 in his book The Landmarks of Tomorrow: A Report on the New “Post-Modern” World. Drucker in describing the work of a knowledge worker said, “Productive work in today’s society and economy is work that applies vision, knowledge and concepts—work that is based on the mind rather than on the hand . . . Educated people are the “capital” of a developed society” (p. 120). In 2005, Davenport stated that there were approximately “36 million knowledge workers in the United States, or 28 percent of the labor force . . . and they tended to be closely aligned with the organization’s growth prospects” (pp. 6-7). This story reflects one person’s three-decade long journey, as a knowledge worker, in the world of high technology searching for humanistic beliefs as inscribed by the eupsychian philosophy of Abraham Maslow. Herrmann stated that the organizations along the way were similar in that they all reflected “systems of meanings, places of cultural practice and performance, and of domination, resistance, and struggle.”

Coiner’s Remorse

Some who create new words later wish they hadn’t. They experience “coiner’s remorse.” Such penitents include Alan Greenspan (irrational exuberance), Trent Lott (nuclear option), Peter Drucker (profit center), and John Gyakum (bomb cyclone). Coinage regret is felt for a variety of reasons: coiners can develop reservations about their verbal offspring, terms they coined years earlier may no longer reflect their outlook, or the ways others use and misuse it is not to their liking. In that case coinage penitents don’t regret a term they created as much as its usage. As part of the process of semantic change, linguists assume that the meaning of coined words will diversify in ways never intended by their coiner. This is small consolation to those who introduced such terms, however. They’re far more likely to be perturbed than reassured by this inevitable process of definition diffusion.

Building a Management System for a Medical Organization: Theoretical and Methodological Aspects

The viability of an organization and its effectiveness are directly proportional to its ability to adapt to the external environment, flexibility and focus on continuous improvement. This research discusses theoretical and methodological approaches to building an effective management system in medical organizations. The study’s methodology was based on both classical management theories of Frederick Winslow Taylor, Henri Fayol and Max Weber and on the modern management theories of Peter Drucker and Herbert Simon. Keywords: healthcare management, scientific management, administrative management, bureaucratic management.

How to Manage Performance-Based Contracting

Peter Drucker formulated a management by objectives approach in the 1950s. That approach is a management system based on goal congruence as a means of improving performance. Since then, this management approach developed from leadership of employees to the arena of buyer–supplier relationships, where the approach is called performance-based contracting (PBC) and merges outcome goals with incentives. This chapter briefly introduces the peculiarities and differences of PBC in contrast to more traditional approaches. The chapter indicates that PBC is not just a contract, but in fact a strategic approach, and thus necessitates strategic management activities. Therefore, the focus of this work is on how to manage PBC. For this purpose, the management problem is differentiated into three management needs in two dimensions: The first dimension is the management of the supply architecture. This dimension has two relevant management needs: (a) positioning of PBC and (b) PBC subsupplier management. The second dimension addresses the need for a PBC (project) management in the buyer–supplier relationship. That dimension is further split into ten different steps. To address the management needs, insights from management control theory and new institutional economies theory are used. On this basis, this chapter conceptualizes both management dimensions. Insights about the main decisions for each dimension are given. These insights build the basis for several propositions and managerial implications.

Tessituras discursivas e midiáticas da atividade empreendedora no Brasil

Resumo Este trabalho tem como objetivo discutir as relações discursivas entre o empreendedorismo e o empreendedorismo social, no Brasil contemporâneo. Observando as plataformas digitais brasileiras que compõem o objeto da pesquisa, identificamos a emergência de projetos e discursos que remetem à utopia da “sociedade empreendedora”, de acordo com Peter Drucker. Nesse contexto, os papéis sociais (DAHRENDORF, 2012) de empreendedores de negócios e de empreendedores sociais se aproximam, pois ambos são identificados com a noção do bem comum. A partir da perspectiva da análise crítica do discurso de Fairclough (2001), estudamos as intersecções e sobreposições entre os dois agentes, entre corporações e iniciativas que visam o lucro e o chamado non-profit sector.