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Mercedes Úbeda-García

Bio: Mercedes Úbeda-García is an academic researcher from University of Alicante. The author has contributed to research in topics: Ambidexterity & Tourism. The author has an hindex of 18, co-authored 43 publications receiving 864 citations.

Papers
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Journal ArticleDOI
TL;DR: In this article, a variance-based structural equation modeling (Partial Least Squares) was applied to a sample of Spanish hotel firms to analyze the relationship between CSR and firm performance, considering on the one hand the direct relationship, and on the other hand the possible mediation in said relationship of some variables such as GHRM and environmental outcomes.

114 citations

Journal ArticleDOI
TL;DR: In this paper, the authors apply bibliometric methods to identify the main research lines within this scientific field; in other words, its "intellectual structure" and use social network analysis (SNA) to perform a visualization of this structure.

88 citations

Journal ArticleDOI
TL;DR: This research establishes that human resource flexibility (HRF) and organizational ambidexterity (OA) play a mediating role in the HPWS-performance relationship.

81 citations

Journal ArticleDOI
TL;DR: In this paper, the authors apply bibliometric methods to identify the main research lines within this scientific field; in other words, its "intellectual structure" is also used to perform a visualization of this structure.
Abstract: The purpose of this study is to analyze the existing literature on human resource management (HRM) from all the research papers published in The International Journal of Human Resource Management between 2000 and 2012. The authors apply bibliometric methods to identify the main research lines within this scientific field; in other words, its ‘intellectual structure’. Social network analysis is also used to perform a visualization of this structure. The results of the analysis allow us to define the different research lines or fronts which shape the intellectual structure of research on HRM.

68 citations

Journal ArticleDOI
TL;DR: In this paper, Lajara et al. analyzed the tourist districts existing in this coastal Spanish area and the extent to which the degree of business agglomeration at each destination affects hotel profit.
Abstract: Marco-Lajara B., Claver-Cortes E., Ubeda-Garcia M. and Zaragoza-Saez P. C. Hotel performance and agglomeration of tourist districts. Regional Studies. This paper measures the impact on profitability of the geographical area where the vacation hotels of the Spanish Mediterranean are situated. It places a special emphasis on analysing the tourist districts existing in this coastal Spanish area and the extent to which the degree of business agglomeration at each destination affects hotel profit. Due to the characteristics of the service sector, and after a revision of the agglomeration literature, a ‘U’-shaped relationship is hypothesized between these two variables. With data of about 1869 hotels belonging to 113 tourist districts, results support the hypothesis and partially the theory of tourist districts.

58 citations


Cited by
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Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

Book
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.

3,668 citations

Book
01 Jan 1901

2,681 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations