ORCID Profile
0000-0003-2584-2928
Current Organisation
Colegio de Estudios Superiores de Administración
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Publisher: IEEE
Date: 2009
DOI: 10.1109/NSS.2009.93
Publisher: Emerald
Date: 06-07-2010
DOI: 10.1108/13555851011062304
Abstract: The purpose of this paper is to gain a better understanding of the types of relationships that exist along the supply chain and the capabilities that are needed to manage them effectively. This is exploratory research as there has been little empirical research into this area. Quantitative data were gathered by using a self‐administered questionnaire, using the Australian road freight industry as the context. There were 132 usable responses. Inferential and descriptive analysis, including factor analysis, confirmatory factor and regression analysis was used to examine the predictive power of relational factors in inter‐firm relationships. Three factors were identified as having significant influence on relationships: sharing, power and interdependency. “Sharing” is the willingness of the organisation to share resources with other members of the supply chain. “Power” relates to exercising control based on experience, knowledge and position in the supply chain. “Interdependency” is the relative levels of dependency along the supply chain. The research only looks at the Australian road freight industry a wider s le including other industries would help to strengthen the generalisability of the findings. When these factors are correlated to the types of relationship, arm's length, cooperation, collaboration and alliances, managerial implications can be identified. The more road freight businesses place importance on power, the less they will cooperate. The greater the importance of sharing and interdependency, the greater is the likelihood of arm's length relationships. This paper makes a contribution by describing empirical work conducted in an under‐researched but important area – supply chain relationships in the Australian road freight industry.
Publisher: CESA
Date: 02-02-2023
DOI: 10.57130/FK2/JJZX3R
Publisher: Emerald
Date: 06-12-2022
DOI: 10.1108/JOEPP-03-2022-0069
Abstract: This article aims to examine the influence of emotional intelligence on cross-functional teams, the formation of interorganizational networks and the impact of all three dimensions on operational effectiveness. The analysis was based on 250 valid questionnaires collected from organizations in the Valle del Cauca region in Colombia in the service sector. The variables were analyzed using structural equation modeling to identify their relationships. The results suggest that emotional intelligence contributes to establishing cross-functional teams but does not impact the development of interorganizational networks, influencing operational effectiveness only indirectly through the cross-functional teams. Contrary to what the literature suggests, interorganizational networks do not influence the operational effectiveness of organizations. Hence, in the pursuit of competitive advantage, companies in the studied region should encourage the creation of cross-functional teams within their organizations to maximize the returns received through the optimization of operational effectiveness. Organizations are comprised of in iduals whose emotional intelligence competencies and abilities enable them to form effective cross-functional teams. Furthermore, cross-functional teams that effectively establish relationships with other organizations are frequently employed in global, interorganizational collaboration environments like joint ventures and alliances. Cross-functional teams that fulfill their aims have the potential to benefit the organization's performance by boosting operational effectiveness and, therefore, its competitiveness. The value of this article lies in providing a better understanding of the capabilities and strategies of organizations in the construction of interorganizational networks intended to improve their competitiveness. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of the in iduals comprising the cross-functional teams should be managed through the appropriate application of the concepts of emotional intelligence.
Publisher: IEEE
Date: 09-2009
Publisher: Public Library of Science (PLoS)
Date: 02-08-2023
DOI: 10.1371/JOURNAL.PONE.0284752
Abstract: This article examines the influence of emotional intelligence on organizational citizenship behavior and transformational and transactional leadership, and the impact of these dimensions on operational effectiveness. The analysis was based on 180 valid questionnaires from organizations in Colombia’s manufacturing sector of the Valle del Cauca region. The variables were analyzed using structural equation modeling to identify the relationships among the studied constructs. The results suggest that emotional intelligence positively affects organizational citizenship behavior. Nevertheless, emotional intelligence does not impact transformational leadership and only partially affects transactional leadership and operational effectiveness. Emotional intelligence has a strong and positive impact on operational effectiveness when mediated by organizational citizenship behavior, which does have a strong and positive predictive power on operational effectiveness. Hence, in the search for competitive advantage, leaders should seek to improve operational effectiveness by focusing on developing emotional intelligence and organizational citizenship behaviour skills. Interestingly, of the two leadership styles examined in this study, only transactional leadership impacts operational effectiveness, which is inconsistent with the current literature and indicates a need for further leadership training. The value of this paper lies in discerning the current capabilities and strategies that in iduals in an organization must address for proper transactional and transformational leadership. However, before operational effectiveness and a sustainable competitive advantage can be achieved, the role of leaders should be managed through the appropriate application of the concepts of emotional intelligence and organizational leadership behavior.
Publisher: Emerald
Date: 31-01-2011
DOI: 10.1108/17410381111099798
Abstract: The purpose of this paper is to examine the influence of organisational learning (comprising absorptive capacity, nature and type of alliances and learning environment) through strategic technology alliances on technology transfer and new product development. The paper is based on a larger research on alliances in the Malaysian manufacturing industry. The antecedents and outcomes of organisational learning were tested using structural equation modelling, based on data collected from 335 organisations through an online survey questionnaire. The findings depict that absorptive capacity, nature and type of alliances and learning environment significantly affect technology transfer in Malaysian manufacturers, but not necessarily new product development simultaneously. Nevertheless, the results establish technology transfer as an effective means for building innovative capabilities in developing new products. This is imperative for attaining Malaysia's current goal in improving the manufacturing industry and becoming an industrialised nation by the year 2020. The findings advocate further deliberations for manufacturers in Malaysia in shaping their strategies and learning objectives when embarking on collaborative relations, as these can result in technological competencies and ultimately the capacity to develop new innovative products. The paper offers useful insights for manufacturers when forming technology alliances and facilitate decisions by current practitioners in managing collaborations. The paper also informs Malaysian Government institutions in developing mechanisms, economic policy strategies and business support services for enhancing the economic and commercial viability of Malaysian manufacturing activities and products. The value of this paper lies in discerning the current capabilities and strategies of manufacturing firms in developing nations in order to remain competitive.
Publisher: Emerald
Date: 04-11-2014
DOI: 10.1108/IJLM-02-2013-0026
Abstract: – The purpose of this paper is to examine empirically, an industry development paradox, using embryonic literature in the area of strategic supply chain management, together with innovation management literature. This study seeks to understand how, forming strategic supply chain relationships, and developing strategic supply chain capability, influences beneficial supply chain outcomes expected from utilizing industry-led innovation, in the form of electronic business solutions using the internet, in the Australian beef industry. Findings should add valuable insights to both academics and practitioners in the fields of supply chain innovation management and strategic supply chain management, and expand knowledge to current literature. – This is a quantitative study comparing innovative and non-innovative supply chain operatives in the Australian beef industry, through factor analysis and structural equation modeling using PAWS Statistical V18 and AMOS V18 to analyze survey data from 412 respondents from the Australian beef supply chain. – Key findings are that both innovative and non-innovative supply chain operators attribute supply chain synchronization as only a minor indicator of strategic supply chain capability, contrary to the literature and they also indicate strategic supply chain capability has a minor influence in achieving beneficial outcomes from utilizing industry-led innovation. These results suggest a lack of coordination between supply chain operatives in the industry. They also suggest a lack of understanding of the benefits of developing a strategic supply chain management competence, particularly in relation to innovation agendas, and provides valuable insights as to why an industry paradox exists in terms of the level of investment in industry-led innovation, vs the level of corresponding benefit achieved. – Results are not generalized due to the single agribusiness industry studied and the single research method employed. However, this provides opportunity for further agribusiness studies in this area and also studies using alternate methods, such as qualitative, in-depth analysis of these factors and their relationships, which may confirm results or produce different results. Further, this study empirically extends existing theoretical contributions and insights into the roles of strategic supply chain management and innovation management in improving supply chain and ultimately industry performance while providing practical insights to supply chain practitioners in this and other similar agribusiness industries. – These findings confirm results from a 2007 research (Ketchen et al. , 2007) which suggests supply chain practice and teachings need to take a strategic direction in the twenty-first century. To date, competence in supply chain management has built up from functional and process orientations rather than from a strategic perspective. This study confirms that there is a need for more generalists that can integrate with various disciplines, particularly those who can understand and implement strategic supply chain management. – Possible social implications accrue through the development of responsible government policy in terms of industry supply chains. Strategic supply chain management and supply chain innovation management have impacts to the social fabric of nations through the sustainability of their industries, especially agribusiness industries which deal with food safety and security. If supply chains are now the competitive weapon of nations then funding innovation and managing their supply chain competitiveness in global markets requires a strategic approach from everyone, not just the industry participants. – This is original empirical research, seeking to add value to embryonic and important developing literature concerned with adopting a strategic approach to supply chain management. It also seeks to add to existing literature in the area of innovation management, particularly through greater understanding of the implications of nations developing industry-wide, industry-led innovation agendas, and their ramifications to industry supply chains.
Publisher: Public Library of Science (PLoS)
Date: 12-2022
DOI: 10.1371/JOURNAL.PONE.0274592
Abstract: This paper aims to determine the effect that human capital and key competitive drivers such as quality, agility, and cost have on firm performance, whether this effect is related to the firm’s outsourcing strategy, and whether the firm size is relevant in explaining such relationships. This study uses structural equation modeling to test the hypothesized relationships for small to medium enterprises (SMEs) and large organizations using a custom survey based on a review of the literature and completed by 404 firms in the Valle del Cauca agro-industrial region in Colombia. Human capital strategies are essential for the effective deployment of operational agility, quality, and cost management strategies, which impact firm performance through effective outsourcing strategies. These relationships, however, do not hold the same across firms of different sizes. Specifically, outsourcing practices are lacking amongst SMEs in the studied region. The study is limited to a specific region, with infrastructure and connectivity limitations that hinder or undermine otherwise potentially valuable third-party logistics strategies. This paper contributes to the theory and practice in supply chain competitiveness by extending current knowledge of the impact of human capital and key competitive drivers on firm performance, highlighting regional specificities that could hinder firms’ competitiveness, and by presenting a novel, quantitative methodology seldom used for these topics.
Publisher: Inderscience Publishers
Date: 2011
Publisher: Inderscience Publishers
Date: 2011
Publisher: IEEE
Date: 2010
Publisher: Universidad Icesi
Date: 09-11-2020
DOI: 10.18046/J.ESTGER.2020.157.3749
Abstract: This study investigates the effect of the alignment between corporate, operational, and information systems strategies and firm performance. Data were collected from the application of 138 questionnaires to large utility companies in the Australian electricity sector. In the analysis, modeling using structural equations was used to establish the dependency relationship between the variables. The results suggest that aligning operational and information systems strategies can improve firm performance. Likewise, no direct effect of corporate strategy on the firm performance was found.
Publisher: Emerald
Date: 15-06-2010
DOI: 10.1108/13527591011053241
Abstract: The purpose of this paper is to explore the role of cross‐functional teams in the alignment between system effectiveness and operational effectiveness after the implementation of enterprise information systems (EIS). In addition, it aims to explore the contribution of cross‐functional teams to improvement in operational performance. The research uses a combination of qualitative and quantitative methods, in a two‐stage methodological approach, to investigate the influence of cross‐functional teams on the alignment between system effectiveness and operational effectiveness and the impact of the stated alignment on the improvement in operational performance. Initial findings suggest that factors stemming from system effectiveness and the performance objectives stemming from operational effectiveness are important and significantly well correlated factors that promote the alignment between the effectiveness of technological implementation and the effectiveness of operations. In addition, confirmatory factor analysis has been used to find the structural relationships and provide explanations for the stated alignment and the contribution of cross‐functional teams to the improvement in operational performance. The principal limitation of this study is its small s le size. Cross‐functional teams have been used by many organisations as a way of involving expertise from different functional areas in the implementation of innovative technologies. An appropriate use of the dimensions that emerged from this research, in the context of cross‐functional teams, will assist organisations to properly utilise cross‐functional teams with the aim of improving operational performance. The paper presents a new approach to measure the effectiveness of EIS implementation by adding new dimensions to measure it.
Publisher: Inderscience Publishers
Date: 2017
Publisher: Universidad Icesi; Escuela Militar de Aviación “Marco Fidel Suárez” (EMAVI)
Date: 19-11-2021
Abstract: El libro Regiones inteligentes: la tecnología, la innovación y la efectividad operativa tiene como objetivo evaluar las capacidades de diferentes organizaciones colombianas para enfrentar el reto de transformación hacia la Industria 4.0, enfocado desde la tecnología e innovación para generar un desempeño óptimo o, en los términos del libro, alcanzar una efectividad que induzca a la competitividad de las organizaciones [Ricardo Santa, Diego Morante y Thomas Tegethoff].
Publisher: Informa UK Limited
Date: 31-05-2013
Location: United States of America
No related grants have been discovered for Ricardo Santa.