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Capacidades y prácticas empresariales como mecanismo de aprendizaje organizacional y su aplicación a la gestión del Personal: Caso Multinacionales
[Capacities and managerial practices as mechanism of organizacional learning and its application to the management of the personal: Case Multinationals]

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  • Cerna, Luis Guillermo

Abstract

The most important benefit of this investigation is the identification of the best capacities and managerial practices, used by multinational companies on the global economic market, in its application as a mechanism of learning and management of personnel. This study defines the spectrum of universal managerial practices and investigates the capacities that are related with the management of the business. The proposed models ([4cC] managerial management and [4cP] management of personnel) have been empirically validated under the theory of resources and capacities. The empirical multivariate analysis and the demonstration of the raised hypotheses, indicates that if these managerial practices are applied consistently with the resources and capacities of the organization (internal adjustment) and they are congruent to the strategy of the business (external adjustment), they create dynamics and interdependency with the capacity of management of personnel, through processes of continuous learning, resulting in positive organizational impacts.

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Bibliographic Info

Paper provided by University Library of Munich, Germany in its series MPRA Paper with number 14203.

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Date of creation: 29 May 2008
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Handle: RePEc:pra:mprapa:14203

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Keywords: Global market; multinationals; managerial universal practices; competitive advantage; resources and capacities theory;

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  1. S.A. Lippman & R.P. Rumelt, 1982. "Uncertain Imitability: An Analysis of Interfirm Differences in Efficiency under Competition," Bell Journal of Economics, The RAND Corporation, The RAND Corporation, vol. 13(2), pages 418-438, Autumn.
  2. Phillip M Rosenzweig & Nitin Nohria, 1994. "Influences on Human Resource Management Practices in Multinational Corporations," Journal of International Business Studies, Palgrave Macmillan, vol. 25(2), pages 229-251, June.
  3. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, American Economic Association, vol. 87(3), pages 291-313, June.
  4. John MacDuffie, 1995. "Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry," Industrial and Labor Relations Review, ILR Review, Cornell University, ILR School, vol. 48(2), pages 197-221, January.
  5. Casey Ichniowski & Kathryn Shaw & Giovanna Prennushi, 1995. "The Effects of Human Resource Management Practices on Productivity," NBER Working Papers 5333, National Bureau of Economic Research, Inc.
  6. Karen L Newman & Stanley D Nollen, 1996. "Culture and Congruence: The Fit Between Management Practices and national Culture," Journal of International Business Studies, Palgrave Macmillan, vol. 27(4), pages 753-779, December.
  7. Jones, Derek C. & Kalmi, Panu & Kato, Takao & Mäkinen, Mikko, 2008. "The Effects of Human Resource Management Practices on Firm Performance - Preliminary Evidence from Finland," Discussion Papers, The Research Institute of the Finnish Economy 1121, The Research Institute of the Finnish Economy.
  8. Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and Sustainability of Competitive Advantage," Management Science, INFORMS, INFORMS, vol. 35(12), pages 1504-1511, December.
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