Un marco conceptual para el análisis del ajuste estratégico como fuente de ventaja competitiva
DOI:
https://doi.org/10.51302/rcyt.2001.16641Resumen
En los últimos años, las empresas industriales y de servicios se vienen enfrentando a un conjunto de cambios acelerados en el entorno competitivo a los que se ven obligadas a responder con rapidez y efectividad. Frente a los contextos estables, simples, integrados y munificentes que han caracterizado la competencia en numerosos ámbitos de actividad económica en el pasado, las organizaciones empresariales actuales han de acostumbrarse a tomar decisiones en situaciones dinámicas, complejas, diversificadas y hostiles. Con la finalidad de enfrentarse a estos cambios, las empresas deben disponer de mecanismos organizativos adecuados que les permitan: (a) detectar las alteraciones ambientales, (b) interpretarlas y valorarlas, (c) adoptar estrategias de respuesta e (d) implantar las decisiones tomadas. En este trabajo se analizan las estrategias para ajustar la empresa con su entorno como fuente de competitividad. Como contribución básica, proponemos un marco conceptual basado en cuatro tipos de ajuste –pasivo reactivo, pasivo anticipativo, activo reactivo y activo anticipativo– y cuatro tipos de organizaciones orientadas al cambio continuo –organizaciones flexibles, organizaciones visionarias, organizaciones innovadoras y organizaciones de aprendizaje– para estudiar el proceso de adaptación al entorno desde una perspectiva directiva.
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