Aproximación a la validación del modelo conceptual de medición de Valor Creado de Donatas Jonikas
Authors
Cerón Sánchez, Jorge Alexander
Director
Content type
Trabajo de grado - Maestría
Document language
EspañolPublication date
2019-08-31
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Abstract
El presente trabajo pretende a partir de la aplicación del modelo conceptual elaborado por Jonikas (2014b), establecer si la puesta en práctica de una iniciativa o de políticas socialmente responsables, genera o destruye valor en una empresa. Para ello, se analiza la evolución del concepto de Responsabilidad Social Corporativa, sus diferentes enfoques y desarrollos teóricos, y se presenta el punto de convergencia con la estrategia para la obtención de ventajas competitivas. Así mismo, se realiza un análisis crítico del enfoque que relaciona a la Responsabilidad Social Corporativa con la estrategia. Posteriormente se aplica el modelo de medición de Jonikas a una empresa en Colombia que desde hace algunos años lanzo un producto con un marcado enfoque social, de manera que se pueda analizar su efecto en la organización en y sus stakeholders. A partir de esta, se evidencia la facilidad que tiene para cualquier organización la aplicación de este modelo y el valor estratégico que le concede a la organización que lo hace, en la forma de poder identificar la dimensión de Responsabilidad Social Corporativa que más le conviene explotar (dadas sus condiciones, experticia y contexto competitivo) y para la cual, le conviene desarrollar innovaciones que le generen aun más valor. Finalmente, se presentan las conclusiones derivadas del presente trabajo y se dejan plateadas para futuras investigaciones, cuestiones de interés como la medición del aporte directo de cada iniciativa de Responsabilidad Social Corporativa al valor creado en la organización y el diseño de modelos que permitan sugerir (a partir de criterios objetivos) en que iniciativas de Responsabilidad Social Corporativa sería más beneficioso invertir.
Abstract: This paper intends from the application of the conceptual model elaborated by Jonikas (2014b), to establish if the implementation of an initiative or socially responsible policies, generates or destroys value in a company. For this, the evolution of the concept of Corporate Social Responsibility, its different approaches and theoretical developments is analyzed, and the point of convergence with the strategy for obtaining competitive advantages is presented. Likewise, a critical analysis is made of the approach that relates to Corporate Social Responsibility with strategy. Subsequently, the Jonikas measurement model is applied to a company in Colombia that for some years has launched a product with a strong social focus, so that its effect on the organization in and its stakeholders can be analyzed. From this, it is evident how easy it is for any organization to apply this model and the strategic value it attaches to the organization that does so, in the way of identifying the dimension of Corporate Social Responsibility that is most convenient to exploit. (Given its conditions, expertise and competitive context) and for which, it is convenient to develop innovations that generate even more value. Finally, the conclusions derived from this work are presented and are left plated for future research, issues of interest such as the measurement of the direct contribution of each Corporate Social Responsibility initiative to the value created in the organization and the design of models that suggest (a based on objective criteria) in which Corporate Social Responsibility initiatives would be more beneficial to invest.
Abstract: This paper intends from the application of the conceptual model elaborated by Jonikas (2014b), to establish if the implementation of an initiative or socially responsible policies, generates or destroys value in a company. For this, the evolution of the concept of Corporate Social Responsibility, its different approaches and theoretical developments is analyzed, and the point of convergence with the strategy for obtaining competitive advantages is presented. Likewise, a critical analysis is made of the approach that relates to Corporate Social Responsibility with strategy. Subsequently, the Jonikas measurement model is applied to a company in Colombia that for some years has launched a product with a strong social focus, so that its effect on the organization in and its stakeholders can be analyzed. From this, it is evident how easy it is for any organization to apply this model and the strategic value it attaches to the organization that does so, in the way of identifying the dimension of Corporate Social Responsibility that is most convenient to exploit. (Given its conditions, expertise and competitive context) and for which, it is convenient to develop innovations that generate even more value. Finally, the conclusions derived from this work are presented and are left plated for future research, issues of interest such as the measurement of the direct contribution of each Corporate Social Responsibility initiative to the value created in the organization and the design of models that suggest (a based on objective criteria) in which Corporate Social Responsibility initiatives would be more beneficial to invest.