Artículos
Publicado 2020-03-10
Palabras clave
- actor,
- análisis de actores,
- gestión estratégica,
- método,
- spin-off
Cómo citar
Argüello-Sierra, F. A., Sandoval-Rivera, D. A., Castro, Ángela M., & Martínez, H. E. (2020). Métodos para el análisis de actores en el contexto de spin-off universitarias. Revista UIS Ingenierías, 19(2), 59–76. https://doi.org/10.18273/revuin.v19n2-2020007
Derechos de autor 2020 Revista UIS Ingenierías
Esta obra está bajo una licencia internacional Creative Commons Atribución-SinDerivadas 4.0.
Resumen
Las spin-off universitarias son consideradas como un importante mecanismo de transferencia de tecnología, que permiten crear valor a partir de los conocimientos generados en las universidades, incentivando la investigación de calidad y la cooperación de las universidades con diferentes actores. Este artículo establece una tipología de métodos para el análisis de actores a partir de una categorización de los métodos existentes en la literatura, como una herramienta que contribuya a la formulación de estrategias para la gestión de actores involucrados en la creación de Spin-off universitarias. Para el desarrollo de la investigación, se recopilaron y codificaron múltiples modelos que existen en la literatura científica, posteriormente se cruzan estos métodos con las fases de creación de las spin-off, teniendo en cuenta las actividades clave que deben realizar los emprendedores para superar cada una de las coyunturas críticas que se presentan, con el fin de gestionar a los actores para anticiparse a las oportunidades y problemas durante la creación de la Spin-off.
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Referencias
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[2] S. Shane, “Academic Entrepreneurship: University Spin-Offs and Wealth Creation,” Acad. Entrep. Univ. Spinoffs Wealth Creat., 2004.
[3] P. Mustar et al., “Conceptualising the heterogeneity of research-based spin-offs: A multi-dimensional taxonomy,” Res. Policy, vol. 35, no. 2, pp. 289–308, 2006, doi: 10.1016/j.respol.2005.11.001
[4] H. Etzkowitz and L. Leydesdorff, “The dynamics of innovation: From National Systems and ‘mode 2’ to a Triple Helix of university-industry-government relations,” Res. Policy, vol. 29, no. 2, pp. 109–123, 2000, doi: 10.1016/S0048-7333(99)00055-4
[5] A. Vohora, M. Wright, and A. Lockett, “Critical junctures in the development of university high-tech spinout companies,” Res. Policy, vol. 33, no. 1, pp. 147–175, 2004, doi: 10.1016/S0048-7333(03)00107-0
[6] M. S. Reed et al., “Who’s in and why? A typology of stakeholder analysis methods for natural resource management,” J. Environ. Manage., vol. 90, no. 5, pp. 1933–1949, 2009, doi: 10.1016/j.jenvman.2009.01.001
[7] R. Brugha, “Stakeholder analysis: a review,” Health Policy Plan., vol. 15, no. 3, pp. 239–246, 2000, doi: 10.1093/heapol/15.3.239
[8] W. Williams and D. Lewis, “Strategic management tools and public sector management: The challenge of context specificity,” Public Manag. Rev., vol. 10, no. 5, pp. 653–671, 2008, doi: 10.1080/14719030802264382.
[9] J. Frooman, “The issue network: Reshaping the stakeholder model,” Can. J. Adm. Sci., vol. 27, no. 2, pp. 161–173, 2010, doi: 10.1002/cjas.150.
[10] C. Prell, K. Hubacek, and M. Reed, “Stakeholder analysis and social network analysis in natural resource management,” Soc. Nat. Resour., vol. 22, no. 6, pp. 501–518, 2009, doi: 10.1080/08941920802199202.
[11] D. Tranfield, D. Denyer, and P. Smart, “Towards a methodology for developing evidence-informed management knowledge by means of systematic review," Br. J. Manag., vol. 14, pp. 207–222, 2003, doi: 10.1111/1467-8551.00375
[12] T. Braun, A. P. Schubert, and R. N. Kostoff, “Growth and Trends of Fullerene Research as Reflected in Its Journal Literature,” Chem. Rev., vol. 100, no. 1, pp. 23–37, Jan. 2000, doi: 10.1021/cr990096j
[13] A. E. Bayer and J. Folger, “Some Correlatesof a Citation Measureof Productivity in Science,” Sociol. Educ., vol. 39, p. 381.
[14] Q. Wang and L. Waltman, “Large-scale analysis of the accuracy of the journal classification systems of Web of Science and Scopus,” J. Informetr., vol. 10, no. 2, pp. 347–364, 2016, doi: 10.1016/j.joi.2016.02.003
[15] L. M. Hermans and W. A. H. Thissen, “Actor analysis methods and their use for public policy analysts,” Eur. J. Oper. Res., vol. 196, no. 2, pp. 808–818, 2009, doi: 10.1016/j.ejor.2008.03.040
[16] M. S. Reed and R. Curzon, “Stakeholder mapping for the governance of biosecurity: a literature review,” J. Integr. Environ. Sci., vol. 12, no. 1, pp. 15–38, 2015, doi: 10.1080/1943815X.2014.975723
[17] J. M. Chevalier and D. J. Buckles, A Guide to Collaborative Inquiry and Social Engagement. SAGE Publishing India, 2008.
[18] M. N. Wexler, “The who, what and why of knowledge mapping,” J. Knowl. Manag., 2001.
[19] R. K. Mitchell, B. R. Agle, and D. J. Wood, “Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts,” Acad. Manag. Rev., vol. 22, no. 4, pp. 853–886, 1997, doi: 10.5465/AMR.1997.9711022105
[20] M. Clarkson, “A risk based model of stakeholder theory: Proceedings of the Second Toronto Conference on Stakeholder Theory,” Cent. Corp. Soc. Perform. Ethics, Univ. Toronto, 1994.
[21] M. Hare and C. Pahl-Wostl, “Stakeholder Categorisation in Participatory Integrated Assessment Processes,” Integr. Assess., vol. 3, no. 1, pp. 50–62, 2002, doi: 10.1076/iaij.3.1.50.7408
[22] D. Djokovic and V. Souitaris, “Spinouts from academic institutions: A literature review with suggestions for further research,” J. Technol. Transf., vol. 33, no. 3, pp. 225–247, 2008, doi: 10.1007/s10961-006-9000-4
[23] L. Lawson and A. Kearns, “‘Community empowerment’ in the context of the glasgow housing stock transfer,” Urban Stud., vol. 47, no. 7, pp. 1459–1478, 2010, doi: 10.1177/0042098009353619
[24] P. Mushove and C. Vogel, “Heads or tails? Stakeholder analysis as a tool for conservation area management,” Glob. Environ. Chang., vol. 15, no. 3, pp. 184–198, 2005, doi: 10.1016/j.gloenvcha.2004.12.008
[25] P. Romelaer, “Chapitre 4. L’entretien de recherche,” in Management des ressources humaines, Louvain-la-Neuve: De Boeck Supérieur, 2005, pp. 101–137.
[26] S. Larson, T. G. Measham, and L. J. Williams, “Remotely engaged? Towards a framework for monitoring the success of stakeholder engagement in remote regions,” J. Environ. Plan. Manag., vol. 53, no. 7, pp. 827–845, 2010, doi: 10.1080/09640568.2010.490050
[27] T. Buzan and B. Buzan, The mind map book: how to use radiant thinking to maximize your brain’s untapped potential , London,1993.
[28] A. D. Kontogianni, E. I. Papageorgiou, and C. Tourkolias, “How do you perceive environmental change? Fuzzy Cognitive Mapping informing stakeholder analysis for environmental policy making and non-market valuation,” Appl. Soft Comput. J., vol. 12, no. 12, pp. 3725–3735, 2012, doi: 10.1016/j.asoc.2012.05.003
[29] J. D. Novak, “A Science Education Research Program that Led to the Development of the Concept Mapping Tool and a New Model for Education,” Concept Maps Theory, Methodol. Technol. Proc. First Int. Conf. Concept Mapp., vol. 1, pp. 457–469, 2004.
[30] J. M. Bryson, “What to do when Stakeholders matter,” Public Manag. Rev., vol. 6, no. 1, pp. 21–53, 2004, doi: 10.1080/14719030410001675722
[31] S. Biggs and H. Matsaert, “An actor-oriented approach for strengthening research and development capabilities in natural resource systems,” Public Adm. Dev., vol. 19, no. 3, pp. 231–262, 1999, doi: 10.1002/(SICI)1099-162X(199908)19:3<231::AID-PAD71>3.0.CO;2-E
[32] B. Kosko, “Fuzzy cognitive maps,” Int. J. Man. Mach. Stud., vol. 24, no. 1, pp. 65–75, 1986, doi: 10.1016/S0020-7373(86)80040-2
[33] F. Ackermann and C. Eden, “Strategic Management of Stakeholders: Theory and Practice,” Long Range Plann., vol. 44, no. 3, pp. 179–196, 2011, doi: 10.1016/j.lrp.2010.08.001
[34] P. Myllykangas, J. Kujala, and H. Lehtimäki, “Analyzing the essence of stakeholder relationships: What do we need in addition to power, legitimacy, and urgency?,” J. Bus. Ethics, vol. 96, no. 2010, pp. 65–72, 2010, doi: 10.1007/s10551-011-0945-3
[35] M. E. Nissen and R. E. Levitt, “Agent-based modeling of knowledge dynamics,” Knowl. Manag. Res. Pract., vol. 2, no. 3, pp. 169–183, 2004, doi: 10.1057/palgrave.kmrp.8500039
[36] B. Mcelroy and C. Mills, “Managing Stakeholders,” in Gower Handbook of Project Management, 2016, pp. 757–779.
[37] S. Olander, “Stakeholder impact analysis in construction project management,” Constr. Manag. Econ., vol. 25, no. 3, pp. 277–287, 2007, doi: 10.1080/01446190600879125
[38] K. Y. Mok, G. Q. Shen, and J. Yang, “Stakeholder management studies in mega construction projects: A review and future directions,” Int. J. Proj. Manag., vol. 33, no. 2, pp. 446–457, 2015, doi: 10.1016/j.ijproman.2014.08.007
[39] Y. Fassin, “The stakeholder model refined,” J. Bus. Ethics, vol. 84, no. 1, pp. 113–135, 2009, doi: 10.1007/s10551-008-9677-4
[40] A. L. Mendelow, “Association for Information Systems AIS Electronic Library (AISeL) Environmental Scanning-The Impact of the Stakeholder Concept,” Proceedings, p. 20, 1981.
[41] D. Walker, A. Shelley, and L. Bourne, “Influence , Stakeholder Mapping and Visualisation Abstract :,” Constr. Manag. Econ. 2008, pp. 1–19, 2008.
[42] L. Bourne and D. H. T. Walker, “Visualising and mapping stakeholder influence,” Manag. Decis., vol. 43, no. 5, pp. 649–660, 2005, doi: 10.1108/00251740510597680
[43] T. L. Saaty, L. G. Vargas, Models, methods concepts and aplications of the analytic hierrarchy process. Boston, USA: Springer US. 2001. doi: 10.1007/978-1-4615-1665-1
[44] P. Aragonés-Beltrán, M. García-Melón, and J. Montesinos-Valera, “How to assess stakeholders’ influence in project management? A proposal based on the Analytic Network Process,” Int. J. Proj. Manag., vol. 35, no. 3, pp. 451–462, 2017, doi: 10.1016/j.ijproman.2017.01.001
[45] S. Ricart and S. Clarimont, “Modelling the links between irrigation, ecosystem services and rural development in pursuit of social legitimacy: Results from a territorial analysis of the Neste System (Hautes-Pyrénées, France),” J. Rural Stud., vol. 43, pp. 1–12, 2016, doi: 10.1016/j.jrurstud.2015.09.012
[46] W. Wang, W. Liu, and J. Mingers, “A systemic method for organisational stakeholder identification and analysis using Soft Systems Methodology (SSM),” Eur. J. Oper. Res., vol. 246, no. 2, pp. 562–574, 2015, doi: 10.1016/j.ejor.2015.05.014
[47] J. A. Lamberg, K. Pajunen, P. Parvinen, and G. T. Savage, “Stakeholder management and path dependence in organizational transitions,” Manag. Decis., vol. 46, no. 6, pp. 846–863, 2008, doi: 10.1108/00251740810882635
[48] K. Ronald, R. Bradley, and J. Donna, “Toward a theory of stakeholder identification and salience : Defining the principle of who and what really counts,” Acad. Manag. Rev., vol. 22, no. 4, p. 853, 1997.
[49] A. Payne, D. Ballantyne, and M. Christopher, “A stakeholder approach to relationship marketing strategy,” Eur. J. Mark., vol. 39, no. 7/8, pp. 855–871, 2005, doi: 10.1108/03090560510601806
[50] K. Pajunen, “Stakeholder influences in organizational survival,” J. Manag. Stud., vol. 43, no. 6, pp. 1261–1288, 2006, doi: 10.1111/j.1467-6486.2006.00624.x.
[51] M. Clarkson, The Corporation and Its Stakeholders: Classic and Contemporary Readings. 1998.
[52] J. Frooman, “Strategies Influence,” Acad. Manag., vol. 24, no. 2, pp. 191–205, 1999.
[53] C. Su, R. K. Mitchell, and M. J. Sirgy, “Enabling Guanxi management in China: A hierarchical stakeholder model of effective Guanxi,” J. Bus. Ethics, vol. 71, no. 3, pp. 301–319, 2007, doi: 10.1007/s10551-006-9140-3