María Andrea Trujillo Dávila

Bio: María Andrea Trujillo Dávila is an academic researcher from University of Los Andes. The author has contributed to research in topics: Entrepreneurship & Agency (sociology). The author has an hindex of 5, co-authored 10 publications receiving 175 citations.

Intraemprendimiento: una revisión al constructo teórico, sus implicaciones y agenda de investigación futura

Abstract: Intra/entrepreneurship is a type of entrepreneurial activity carried out in already established organizations. It has started to appear on research agenda...

Empresas familiares: revisión de la literatura desde una perspectiva de agencia

Abstract: En este articulo se presenta una revision comprehensiva de la literatura financiera alrededor de los principales estudios relacionados con las empresas familiares. La revision, hecha desde la teoria de agencia, enmarca la estructura de propiedad familiar dentro de los principales problemas de agencia que surgen entre gerentes y propietarios, gerentes y tenedores de deuda y accionistas mayoritarios y minoritarios. Se revisan tres decadas de articulos relacionados con las empresas familiares y publicados en las principales revistas financieras. Esta mirada a la literatura evidencia un campo de investigacion en construccion, poco explorado en America Latina, en el que se hace necesario un mayor contraste empirico para entender la estructura de propiedad familiar alrededor del mundo. Al finalizar se propone una agenda de investigacion en empresas familiares fundamentada en temas como el desempeno financiero, el papel de los herederos, la estructura de endeudamiento, la composicion de las juntas directivas, el impacto de los costos de agencia sobre el costo de capital y los beneficios privados del control.

The role of heirs in family businesses: The case of Carvajal

Abstract: We extend the Palia, Ravid and Wang (2008) model of family succession, and argue that family CEOs can be successful if certain characteristics, such as private knowledge, non monetary benefits from managing the firm, and personal skills are met. We use Carvajal, a large Colombian business group, to support our ideas and show that, contrary to international empirical evidence, there are certain circumstances where efforts made by heirs can be similar to those of the founder and exceed those of outside managers.

Social entrepreneurship: A critical review of the concept

Abstract: The idea of “social entrepreneurship” has struck a responsive chord. It is a phrase well suited to our times. It combines the passion of a social mission with an image of business-like discipline, innovation, and determination commonly associated with, for instance, the high-tech pioneers of Silicon Valley. The time is certainly ripe for entrepreneurial approaches to social problems. Many governmental and philanthropic efforts have fallen far short of our expectations. Major social sector institutions are often viewed as inefficient, ineffective, and unresponsive. Social entrepreneurs are needed to develop new models for a new century.The language of social entrepreneurship may be new, but the phenomenon is not. We have always had social entrepreneurs, even if we did not call them that. They originally built many of the institutions we now take for granted. However, the new name is important in that it implies a blurring of sector boundaries. In addition to innovative not-for-profit ventures, social entrepreneurship can include social purpose business ventures, such as for-profit community development banks, and hybrid organizations mixing not-for-profit and for-profit elements, such as homeless shelters that start businesses to train and employ their residents. The new language helps to broaden the playing field. Social entrepreneurs look for the most effective methods of serving their social missions. Though the concept of “social entrepreneurship” is gaining popularity, it means different things to different people. This can be confusing. Many associate social entrepreneurship exclusively with not-forprofit organizations starting for-profit or earned-income ventures. Others use it to describe anyone who starts a not-for-profit organization. Social entrepreneurship, as described here, is not a tidy concept. Its untidiness has been argued here to be a reflection of the way that the world is. There are, however, significant landmarks in the complex geography of the concept, and the purpose of this paper has been to advance an understanding of those marks and their importance. The authors submit that the notion as outlined above makes a significant contribution to understanding the complex phenomenon of directing organizational activity toward the achievement of social purposes.

A Model of Social Entrepreneurial Discovery

Abstract: Social entrepreneurship activity continues to surge tremendously in market and economic systems around the world. Yet, social entrepreneurship theory and understanding lag far behind its practice. For instance, the nature of the entrepreneurial discovery phenomenon, a critical area of inquiry in general entrepreneurship theory, receives no attention in the specific context of social entrepreneurship. To address the gap, we conceptualize social entrepreneurial discovery based on an extension of corporate social responsibility into social entrepreneurship contexts. We develop a model that emphasizes mobilization and timing as underpinnings of social entrepreneurial discovery and offer distinct conceptual aspects and theoretic propositions instrumental to future social entrepreneurship research.