Sergio Ochoa Jiménez

Bio: Sergio Ochoa Jiménez is an academic researcher from Sonora Institute of Technology. The author has contributed to research in topics: Humanities & Organizational culture. The author has an hindex of 5, co-authored 33 publications receiving 81 citations.

Cultura organizacional y desempeño en instituciones de educación superior: implicaciones en las funciones sustantivas de formación, investigación y extensión

Abstract: El terreno de investigacion de este trabajo fue una institucion de educacion superior ubicada en Navojoa, Sonora (Mexico). Se aplico un modelo de diagnostico de cultura organizacional que considera siete indicadores. Estos determinan una cultura de innovacion en el desempeno de sus funciones sustantivas. Se implemento, en particular, el instrumento adecuado por Sanchez (2010), a partir del trabajo de Cameron y Quinn (1999), con el fin de identificar elementos culturales que limitan o facilitan la implementacion de una propuesta de mejoramiento del desempeno. Como resultado, se encuentra que la cultura organizacional no presenta elementos que obstaculizan el proceso, cuando la Alta Direccion asume el compromiso. Se recomienda modificar la propuesta y agregar una etapa inicial de sensibilizacion.

Knowledge and Innovation in Mexican Agricultural Organizations

Abstract: Knowledge is a determining factor in the creation of competitive advantage by generating new ways of working, which has been widely studied. However, in the agricultural sector, the contributions are minimal. Given the importance of the topic and the sector, the objective of this study is to determine the relationship between knowledge management and innovation in rural agricultural organizations in the state of Sonora in northern Mexico. A quantitative, correlational study was carried out, in which a questionnaire of 36 items with answers on a Likert scale was applied to 91 companies. The information was processed and analyzed in the SPSS program using correlation and linear regression. The results showed a positive and significant relationship between the variables under study, which supports that knowledge management in these companies, has as a consequence, innovations in them; however, it was not possible to determine the impact in economic terms. This can be taken up again in subsequent studies and in a practical sense in the companies by promoting knowledge management actions that encourage new processes, services and/or products that allow a monetary impact on them.

Entrepreneurial Behavior of SMEs and Characteristics of the Managers of Northwest Mexico

Abstract: The objective of this study is to determine the difference in the entrepreneurial behavior of companies based on the demographic characteristics of their manager or leader. To comply with the above, a quantitative, transversal, and non-experimental research study was carried out, which consisted in applying an instrument to 262 managers of small and medium enterprises (SMEs) in a northern city in Mexico. The collected information was analyzed in the software SPSS, version 26, with statistical testing by the Mann-Whitney and Kruskal-Wallis tests. The main findings show that these companies have differences in their entrepreneurial behavior based on the age and educational level of their managers, while gender and seniority at work are not differentiating elements in relation to the above. This research generates different possibilities of studies to be carried out in large companies from other sectors, and suggests the inclusion of behavioral characteristics as study variables.

Cultura organizacional y evaluación del desempeño del personal académico. Estudio de caso en una institución de educación superior pública mexicana

Abstract: La investigacion tiene como objetivo realizar el diagnostico de cultura organizacional de una Institucion de Educacion Superior Publica, para identificar los elementos culturales que facilitan o dificultan el proceso de evaluacion del desempeno del personal academico. El estudio se realizo a traves del diseno de un modelo de diagnostico de la cultura organizacional compuesto por nueve variables: Perfil de la organizacion; Comunicacion; Medio Ambiente para la Mejora del Desempeno; Normatividad Interna; Identidad y Pertenencia; Estilo de direccion; Evaluacion del desempeno; Motivacion, Reconocimiento y Estimulos al desempeno; Capacitacion y desarrollo. Los resultados se describen en terminos de fortalezas y debilidades de las variables evaluadas, con base en lo cual se establecieron los elementos culturales que facilitan o limitan la evaluacion del desempeno del personal academico en la Universidad de estudio. Los elementos que facilitan estan asociados a los valores institucionales, las estructuras para la comunicacion, las practicas de induccion e involucramiento, las creencias y expectativas; mientras que los elementos que limitan son las competencias para la comunicacion, las disposiciones fisicas y administrativas, el enfasis en el control de la evaluacion del desempeno y la ausencia de rituales para reconocer el desempeno.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

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.

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.

The age of discontinuity: guidelines to our changing society

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Conducting Research Literature Reviews From The Internet To Paper

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Innovation And Entrepreneurship Practice And Principles

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