Un aporte a la comprensión de las estrategias emergentes en las organizaciones a través del concepto de improvisación y la metáfora musical

  • Mauricio Sanabria Universidad del Rosario
  • Didier Moreno Universidad del Rosario
Palabras clave: Estrategias emergentes, improvisación, metáfora musical, administración, estudios organizacionales

Resumen

Este trabajo se inscribe en uno de los grandes campos de los estudios organizacionales: la estrategia. La perspectiva clásica en este campo promovió la idea de que proyectarse hacia el futuro implica diseñar un plan (una serie de acciones deliberadas). Avances posteriores mostraron que la estrategia podía ser comprendida de otras formas. Sin embargo, la evolución del campo privilegió en alguna medida la mirada clásica, estableciendo por ejemplo, múltiples modelos para ‘formular’ una estrategia, pero dejando en segundo lugar la manera en la que esta puede ‘emerger’. El propósito de esta investigación es, entonces, aportar al actual nivel de comprensión respecto a las estrategias emergentes en las organizaciones. Para hacerlo, se consideró un concepto opuesto —aunque complementario— al de ‘planeación’ y, de hecho, muy cercano en su naturaleza a ese tipo de estrategias: la improvisación. Dado que este se ha nutrido de valiosos aportes del mundo de la música, se acudió al saber propio de este dominio, recurriendo al uso de ‘la metáfora’ como recurso teórico para entenderlo y alcanzar el objetivo propuesto. Los resultados muestran que: i) las estrategias deliberadas y las emergentes coexisten y se complementan, ii) la improvisación está siempre presente en el contexto organizacional, iii) existe una mayor intensidad de la improvisación en el ‘cómo’ de la estrategia que en el ‘qué’ y, en oposición a la idea convencional al respecto, iv) se requiere cierta preparación para poder improvisar de manera adecuada

Biografía del autor/a

Mauricio Sanabria, Universidad del Rosario
Doctor en Ciencias de Gestión de la Universidad de Caen (Francia). Diploma Universitario - Maestría de investigación de segundo año (Master II Recherche) en Ciencias de Gestión de la Universidad de Rouen (Francia). Magíster en Administración y Administrador de Empresas de la Universidad Nacional de Colombia. Profesor Titular y Profesor Distinguido de la Escuela de Administración de la Universidad del Rosario. Miembro del Grupo de Investigación en Dirección y Gerencia (GIDG, antes Grupo de Investigación en Perdurabilidad Empresarial, GIPE) en la línea de investigación en Estudios Organizacionales. Editor de la Revista Universidad & Empresa (U&E). Miembro de la Red de Estudios Organizacionales Colombiana (REOC). Correo electrónico: mauricio.sanabria@urosario.com
Didier Moreno, Universidad del Rosario

Magíster en Dirección de la Universidad del Rosario, Escuela de Administración, Bogotá, Colombia, e Ingeniero Industrial de la Universidad Católica de Colombia. Correo electrónico: dmorenolopez@gmail.com

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Biografía del autor/a

Mauricio Sanabria, Universidad del Rosario
Doctor en Ciencias de Gestión de la Universidad de Caen (Francia). Diploma Universitario - Maestría de investigación de segundo año (Master II Recherche) en Ciencias de Gestión de la Universidad de Rouen (Francia). Magíster en Administración y Administrador de Empresas de la Universidad Nacional de Colombia. Profesor Titular y Profesor Distinguido de la Escuela de Administración de la Universidad del Rosario. Miembro del Grupo de Investigación en Dirección y Gerencia (GIDG, antes Grupo de Investigación en Perdurabilidad Empresarial, GIPE) en la línea de investigación en Estudios Organizacionales. Editor de la Revista Universidad & Empresa (U&E). Miembro de la Red de Estudios Organizacionales Colombiana (REOC). Correo electrónico: mauricio.sanabria@urosario.com
Didier Moreno, Universidad del Rosario

Magíster en Dirección de la Universidad del Rosario, Escuela de Administración, Bogotá, Colombia, e Ingeniero Industrial de la Universidad Católica de Colombia. Correo electrónico: dmorenolopez@gmail.com

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Cómo citar
Sanabria, M., & Moreno, D. (2017). Un aporte a la comprensión de las estrategias emergentes en las organizaciones a través del concepto de improvisación y la metáfora musical. Revista Facultad De Ciencias Económicas, 26(1), 27–68. https://doi.org/10.18359/rfce.2686
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2017-11-08
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