DOI:
https://doi.org/10.14483/22487638.21004Published:
2024-12-28Issue:
Vol. 28 No. 82 (2024): October-DecemberSection:
ReviewAlianzas interorganizacionales e innovación: una revisión exploratoria
Interorganizational alliances and innovation. A scopping review
Keywords:
Alliances, Innovation, Technological Proximity, Performance (en).Keywords:
Alianzas, Innovación, Proximidad tecnológica, desempeño (es).Downloads
Abstract (es)
Objetivo: las alianzas se posicionan como uno de los modos más comunes para obtener capacidades tecnológicas en la actualidad. Sin embargo, un gran porcentaje de estas alianzas no obtiene los resultados esperados en términos
de innovación, lo cual supone un desperdicio de tiempo y recursos para los socios colaboradores. Por tanto, resulta imperativo analizar los atributos de las alianzas tecnológicas, para así lograr un máximo desempeño innovador. En este sentido, este artículo tiene como objetivo identificar el estado actual de la literatura y ofrecer un panorama sobre los conceptos, elementos clave y sus relaciones.
Metodología: para esta revisión, se adoptó la metodología de revisión exploratoria desarrollada por Arksey y O’Malley en 2005, la cual incluye las definiciones de pregunta de investigación, selección de las fuentes de información, desarrollo de la revisión y síntesis de la información. Durante el proceso se trabajaron diferentes criterios de selección para los artículos y revisiones publicados entre 2015 y 2023, así como estrategias de diagramación y categorización para organizar la información.
Resultados: se identificaron los indicadores más frecuentes en la literatura reciente para medir el desempeño innovador. Además, se planteó el marco conceptual sobre las alianzas interorganizacionales, con hincapié en los conceptos derivados de dichas alianzas que influyen en el desempeño innovador.
Conclusiones: es posible superar los límites de las organizaciones en términos de innovación al adoptar tecnologías externas, y reconocer que las alianzas son fundamentales para la transferencia y generación de conocimiento. Sin embargo, para lograr un mejor desempeño innovador, los socios colaboradores deben establecer una estrategia
para la gestión de sus relaciones interorganizacionales y un proceso de interacción adecuado para transferir nuevos y diversos conocimientos, aprovechando la diversidad interna de las organizaciones.
Abstract (en)
Objective: Alliances are currently one of the most common ways of developing technological capabilities. However, a large percentage of these alliances fail to achieve the expected results in terms of innovation, which implies a waste of time and resources for the collaborating parties. Therefore, it is essential to analyze the attributes of technological alliances that must be taken into account in order to achieve maximum innovative performance. In this sense, this article aims to identify the current state of the literature and provide an overview of the concepts, key
elements and their relationships.
Methodology: This study was carried out by adapting the scoping review methodology developed by Arksey y O’Malley in 2005, which covers the definition of the research question, the selection of information sources, the development of the review and the synthesis of the information. During the process, different selection criteria were used for articles and reviews published between 2015 and 2023, as well as diagramming and categorization strategies to organize the information.
Results: The indicators most commonly used in recent literature to measure innovative performance were identified. In addition, the conceptual framework on interorganizational alliances is presented, emphasizing the concepts
derived from such alliances that influence innovative performance.
Conclusions: It is possible to overcome the limits of organizations in terms of innovation by adopting external technologies and recognizing that alliances are fundamental for the transfer and generation of knowledge. However, to achieve better innovative performance, collaborative partners must establish a strategy for managing their interorganizational relationships and an adequate interaction process to transfer new and diverse knowledge, taking advantage of the internal diversity of organizations.
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