Nuria González-Álvarez

Bio: Nuria González-Álvarez is an academic researcher from University of León. The author has contributed to research in topics: Corporate governance & Panel data. The author has an hindex of 9, co-authored 26 publications receiving 469 citations.

Discovery of entrepreneurial opportunities: a gender perspective

Abstract: Purpose – The aim of this paper is twofold. First, it intends to analyze the influence of human capital and social capital on the second of the stages in the process of entrepreneurial creation established by Shane and Venkataraman, the discovery of opportunities for creating a business. Second, it aims to analyze the existence of gender differences both in the discovery of opportunities and in the stock of human and social capital possessed by men and women.Design/methodology/approach – The authors use data from the Global Entrepreneurship Monitor Spanish Project. From a random sample of 28,888 individuals, which is representative of the whole of the Spanish population between the ages of 18 and 64, the opinion of 1,473 active entrepreneurs has been gained. Also, logistic regressions were used as a statistical method to test the hypotheses proposed.Findings – The results indicate that individuals possessing a greater stock of human capital, as well as those who are highly involved in broad social network...

An Examination of Individual Factors and Employees' Creativity: The Case of Spain

Abstract: The objective of this investigation was to identify and analyze the individual attributes responsible for creative performance among employees of a Spanish firm. Drawing from the existing literature on intrinsic motivation, expertise, cognitive style, and individual creativity, research was conducted to test a creativity model of employee characteristics in Spain. Results confirmed that innovative style and intrinsic motivation were related to employee creativity, as measured by self-ratings. Moreover, results suggested that the accumulation of individual attributes that were hypothesized to have a positive relationship with creativity had a greater effect in creativity than when considering separately. A cluster analysis was carried out in order to procure a taxonomy of employees depending on their individual characteristics. Three groups were defined. Their behavior differed significantly in terms of their creativity performance. Recommendations for enhancing creativity in work settings are proposed.

Social capital effects on the discovery and exploitation of entrepreneurial opportunities

Abstract: Social capital refers to social networks and the norms of reciprocity, cooperation and trust associated with them. It can be studied at different levels of analysis. As previous literature suggests, social capital has aspects at both the individual and collective levels. However, theory development and empirical research have focused on separate, sometimes diverging levels. In an attempt to address this, this research examines the simultaneous influence of individual and regional social capital on the discovery and exploitation of entrepreneurial opportunities using individual-level data from the Global Entrepreneurship Monitor linked with regional-level data on social capital. The results show that individuals from regions with higher social capital are more likely to discover and to exploit entrepreneurial opportunities. Moreover, individuals having networks with other entrepreneurs are also more likely to identify a business opportunity and to become an entrepreneur. Also, we found that social capital at individual level had a greater effect than social capital at regional level in the two stages of the entrepreneurial process.

Bowling alone: The collapse and revival of American community

Abstract: The present historical moment may seem a particularly inopportune time to review Bowling Alone, Robert Putnam's latest exploration of civic decline in America. After all, the outpouring of volunteerism, solidarity, patriotism, and self-sacrifice displayed by Americans in the wake of the September 11 terrorist attacks appears to fly in the face of Putnam's central argument: that \"social capital\" -defined as \"social networks and the norms of reciprocity and trustworthiness that arise from them\" (p. 19)'has declined to dangerously low levels in America over the last three decades. However, Putnam is not fazed in the least by the recent effusion of solidarity. Quite the contrary, he sees in it the potential to \"reverse what has been a 30to 40-year steady decline in most measures of connectedness or community.\"' As an example of how the current \"war on terrorism\" could generate a durable civic renewal, Putnam points to the burst in civic practices that occurred during and after World War II, which he says \"permanently marked\" the generation that lived through it and had a \"terrific effect on American public life over the last half-century.\" 3 If Americans can follow this example and channel their current civic

The knowledge-creating company

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.