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La Flexibilidad Y Rigidez Del Crecimiento Externo De La Industria Agroalimentaria En Un Entorno Insular /

Author

Listed:
  • Senfiel Fumero, M. A.

    () (Universidad de La Laguna (España))

  • García Pérez, A. M.

    () (Universidad de Oviedo (España))

Abstract

Los fabricantes de productos agroalimentarios están reconsiderando sus estructuras y estrategias ante la presión competitiva que soportan, principalmente, de las grandes empresas de distribución. Así, las relaciones interoganizativas aparecen como una alternativa estratégica para acometer las distintas actividades y hacer frente al poder de otras empresas en el mercado. Además, pocas organizaciones disponen de los recursos suficientes para configurar su cadena de valor con absoluta independencia. Este trabajo analiza el comportamiento estratégico de las Industrias Agroalimentarias (IAAs) en Canarias, con relación a la flexibilidad y rigidez de los vínculos interorganizativos que establecen. Para ello se ha realizado un trabajo de campo mediante un cuestionario enviado a los responsables y directivos de las IAAs. El análisis de los resultados revela que la flexibilidad o rigidez de la estrategia de crecimiento externo implantada está relacionada con el tamaño de la IAA y con el número de socios que las integran, pero sólo se manifiesta parcialmente significativa para determinados tipos de socios y actividades de la cadena de valor. / Before the competitive pressure that they support, due the biggest power in negotiation of the big distribution companies, the makers of agricultural products are reconsidering their structures and strategies. Thus, the inter-organizational relationships appear like a strategic alternative to attack the different activities and to make in front of the power of other companies in the market. Also, few organizations have the enough resources to configure their value chain with absolute independence. This paper analyzes the strategic behavior of the Agricultural Industries (IAAs) in Canaries, relationed to the flexibility and rigidity of the inter-organizational bonds that settle down. For that, has been carried out a field work by a questionnaire sent to the responsibles and directives of the IAAs. Although the flexibility or rigidity of the implanted strategy be manifest as significant related to the size of the IAA and the number of partners that integrate them, and only partially significant for certain types of partners and activities of the value chain.

Suggested Citation

  • Senfiel Fumero, M. A. & García Pérez, A. M., 2006. "La Flexibilidad Y Rigidez Del Crecimiento Externo De La Industria Agroalimentaria En Un Entorno Insular /," Investigaciones Europeas de Dirección y Economía de la Empresa (IEDEE), Academia Europea de Dirección y Economía de la Empresa (AEDEM), vol. 12(1), pages 107-132.
  • Handle: RePEc:idi:jiedee:v:12:y:2006:i:1:p:107-132
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    References listed on IDEAS

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    1. Wood, Van R. & Bhuian, Shahid & Kiecker, Pamela, 2000. "Market Orientation and Organizational Performance in Not-for-Profit Hospitals," Journal of Business Research, Elsevier, vol. 48(3), pages 213-226, June.
    2. Tse, Alan C. B. & Sin, Leo Y. M. & Yau, Oliver H. M. & Lee, Jenny S. Y. & Chow, Raymond, 2003. "Market orientation and business performance in a Chinese business environment," Journal of Business Research, Elsevier, vol. 56(3), pages 227-239, March.
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