La decisión directiva de formación de alianzas estratégicas: propuesta de un modelo explicativo desde la perspectiva cognitiva
DOI:
https://doi.org/10.51302/rtss.2003.8665Keywords:
cooperación empresarial, formación del acuerdo, procesos de toma de decisiones estratégicas, capacidades directivas, perspectiva cognitiva, heurísticos, sesgos cognitivosAbstract
El fracaso de muchos acuerdos de cooperación se ha atribuido a un inadecuado proceso en las fases iniciales, donde directivos inteligentes y experimentados pasan por alto ciertas cuestiones aparentemente lógicas. El objeto de este trabajo es ofrecer una respuesta a la cuestión de cómo se desarrolla el proceso intraorganizativo de toma de decisiones en las fases iniciales de la formación del acuerdo de cooperación empresarial. Con tal fin presentamos un modelo explicativo de la decisión directiva de formación de la alianza estratégica donde una serie de heurísticos y sesgos cognitivos juegan un papel central. En relación con esta idea, hay un gran cuerpo de evidencia que sugiere que determinados procesos cognitivos conducen a errores sistemáticos y severos. Nosotros, como otros investigadores, estamos convencidos de que comprender y ser conscientes de cómo funcionan esos determinados procesos cognitivos, y qué factores organizativos y del entorno inciden sobre ellos, son los primeros pasos para mejorar la gestión. Consecuentemente, este trabajo puede ser entendido como una herramienta directiva cuya mejor contribución esperamos que sea su utilidad para la gestión en el contexto de la formación de un acuerdo de cooperación empresarial.
Supporting Agencies
Este trabajo se enmarca dentro del proyecto de investigación que lleva por título «Análisis explicativo de la cooperación interempresas: propuesta de unos modelos para su evaluación y su management» (SEC98-0948), financiado por la Comisión Interministerial de Ciencia y Tecnología (CICYT)
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