Durante la última década del siglo XX, los gobiernos de los países latinoamericanos promulgaron normas relativas a la Resolución Alternativa de Disputas. El paradigmático caso de las papeleras del río Uruguay ilustra las falencias de la gestión gubernamental para atender las disputas públicas que desencadenan diversos impactos sociales y ambientales atribuibles a las actividades productivas de las empresas.

La innovación es uno de los temas que figura como prioritario en las agendas de las empresas y de los gobiernos de todo el mundo. Está altamente demostrado que no se puede competir en forma sustentable a través de commodities si no que hay que hacerlo a travès de productos y servicios de alto valor agregado. Para generarlos la innovación en producto y proceso es uno de los pilares fundamentales. Como resultado de nuestras investigaciones regionales en Sudamérica y de la extensa actualización en las mejores prácticas internacionales para innovar, presentamos un esquema integral que nos permite abordar la problemática de la innovación desde lo elemental hasta un modelo de gestión que permite a las empresas poner en marcha la innovación en forma estratégica y gestionarla tácticamente. Nuestro enfoque es abarcador y se despliega concretamente integrando un modelo sistémico que integra estrategia de innovación, gestión de tecnología abierta de cara a interactuar con los sistemas de ciencia y tecnología, como gestionar un portafolio de proyectos de innovación, políticas de desarrollo de nuevos productos socialmente responsable, las mejores prácticas para desarrollar el proceso de innovación desde la creación de ideas a la concreción del producto/servicio, gestión de los equipos humanos para innovar creando un clima y cultura adecuado para que la innovación en la empresa no sea un hecho puntual si no una actitud competitiva permanente.

Negociando en un Mundo Complejo ofrece al lector una perspectiva revolucionaria y sorprendente para resolver los más complejos conflictos que se deben enfrentar como persona, directivo o ciudadano. Siguiendo el éxito editorial del Arte de la Negociación, que ya tiene 5 ediciones, Roberto Luchi y Alejandro Zamprile nos hacen viajar por los conflictos más difíciles que uno puede encontrar y nos proporcionan claras y prácticas herramientas para resolverlos. A partir de la vasta experiencia desarrollada por los autores en Consensus (Centro de Negociación y Resolución de Conflictos del IAE Business School) y que se vuelca a la sociedad como profesores y consultores, en estas páginas el lector puede transformarse en un personaje más de una enorme cantidad de situaciones reales que son presentadas, analizadas y solucionadas. Sin duda, para toda persona interesada en el fascinante mundo de la Negociación y Resolución de Conflictos, la lectura de este Libro será un antes y después en su camino a trasnsformarse en un experto negociador.

El punto de partida de los autores es la negociación en todos los aspectos de la vida del ser humano. Desde la búsqueda de acuerdos cotidianos en el ámbito doméstico, hasta la concreción de negocios a nivel internacional, está siempre presente el interés de todo individuo y la capacidad de influir en el interlocutor. Si la capacidad de negociar es innata o un arte que pueda aprenderse son planteos válidos, siempre que partamos de la preparación previa y del aprendizaje sistemático para encarar una nueva negociación.

Este libro desarrolla el nuevo paradigma para la competitividad de la empresa: la innovación. Se ilustran temas que tienen que ver con la tecnología, el diseño, el desarrollo de nuevos productos y la creatividad, a través de una novela vivida por el personaje central. También se apela a la responsabilidad de las empresas frente a la generación de “falsas” necesidades.

Este libro aborda un tema que esta en el día a día de la dirección de empresas. Sobresale la perspectiva amplia con que aborda los tópicos, sin reducirlos a simples herramientas técnicas, y logrando una visión practica y atractiva que facilita el aprendizaje. Plantea la negociación como una habilidad directiva que lejos de toda manipulación del individuo, parte del respeto mutuo, basado en la dignidad de todas las personas involucradas de alguna forma en la negociación. En síntesis, no nos propone una receta, sino una oportunidad para crecer como directivo de empresa.

Este caso de negociación, en formato de role playing, está basado en un hecho real. Introducen lo que fue la reestructuración de la obligación negociable que tenía la empresa generadora de energía Central Térmica Güemes en 1999. Se busca que los participantes por parejas representen al CEO de la Central, y al líder de los acreedores, un inversor institucional. De esta manera se logra enfocar a los participantes en los matices de una negociación de tipo financiero. Este caso cuenta también con Negociación en Central Térmica Güemes- Instrucciones confidenciales para el CEO PR-C-095-IA-1-s

Este caso cuenta tambien con Una reunión en Biosearch. Instrucciones confidenciales para Melchor Verde. PR-C-079-IA-1-s

Este caso cuenta tambien con Fresh-Ko-Instrucciones confidenciales para Jorge Gimenez PR-C-071-IA-1-s Fresh-Ko-Instrucciones confidenciales para Jeronimo Vasco PR-C-072-IA-1-s Fresh-Ko Instrucciones Confidenciales para Alberto García Méndez PR-C-069-IA-1-s

This paper examines how and why a mediation process may transform an antagonistic labor-management relation, in two post-privatized telecommunications companies in an emerging economy, and make it evolve from severe confrontation to responsive collaboration. We deem that the analysis of such process allows gaining a better understanding of the positive impact that frank dialogue and trust may have on an organizational conflict, even when the prevalent social and political context, present in a good number of the Latin American countries, encourages labor-management altercations (Reade & Reade McKenna, 2009). After a decade of structural reforms that dismantled the state-owned economic apparatus, social turmoil, economic depression and extreme political weakness led, by the end of 2001, the Argentinean government to collapse. A new government, inaugurated in 2003, proclaimed the instatement of a new policy of wealth distribution guided by equity that eased the access to power within their organizations to the most combative union members and, consequently, made labor-management conflicts proliferate. After a tumultuous episode in 2004, both Telefónica de Argentina’s (TASA) and Telecom de Argentina’s (TECO) management and the Federación de Obreros y Empleados Telefónicos de la República Argentina – Sindicato Buenos Aires’ (FOETRA-BA) leadership agreed to carry out a mediation process seeking to transform their unproductive confrontation into fruitful collaboration without relinquishing their respective interests. The contribution of this exploratory case study is the exposure of the transformative capabilities of a mediation process on a previously strenuous labor-management relation.

This paper examines the diplomatic and sociopolitical dynamics that limited the expected results of a Third Party Intervention (TPI) in the ongoing international dispute, involving two Latin American (LA) countries, Argentina and Uruguay, that the latter’s approval of two Foreign Direct Investment (FDI) pulp mill projects on the River Uruguay’s –their natural boundary– eastern coast unleashed. The purpose of this Conflict Management (CM) analysis is to expose how and why both national governments’ belated and improper handling of the dispute severely limited the scope and the capabilities of the agreed TPI. Argentinean societal opposition to each FDI was firstly based on grounds of environmental concerns and, when environmental assessments contradicted that claim, on the refusal to grant a Social License to Operate (SLO) to any of them. The overall effect of these restrictions made the TPI partially ineffective; thus, the unsolved dispute continues harming with further negative impacts the relations between two neighboring countries with a long history of harmonious relations.

Innovation- New Product Development (NPD) and the best practices (BP) (Kahn, 2006), are considered to be core sources of sustained competitive advantage and growth (Barney, 1991). Our research is an empirical cross-case study, which aims to study BP in firms operating in economies in Stage 2 and Transition from Stage 2 to Stage 3 of development (e.g. Hungry, Poland, Argentina) according to the WEF’s competitiveness classification (López-Claros, 2006). A frame work to array best NPD practices and effective implementation had been developed based on more than twenty-five Chilean and Argentinean companies. The objective is to clarify the contribution of best NPD practices to firms’ innovation performance (IP). The best NPD practices were selected after a careful study of literature (Dooley 2002; Cooper 2004) and have been distributed in three dimensions: internal networking, development of innovation strategy and external networking. Innovation performance has been measured in terms of a) frequency of firm’s new product launch; b) innovativeness of new products. Although BP have demonstrated to be associated with performance improvement through broad real-life implementation, no single practice can guarantee success. The effectiveness of BP strongly depends on implementation context and its strategic impact (Eisenhardt & Martin, 2000). CEOs of the case-studies firms were asked to characterize the implementation (Szulanski, 1996) of the best NPD practices on the basis of 5-point Likert-scale. Some of the dimensions used are: a) perceived contribution of each practice to the IP; b) mechanisms used to incorporate each practice; c) degree of involvement of the organization, resources assigned and the hierarchy of the implementation leader. Our main theoretical and managerial contribution highlights that the impact of the best NPD practices on the IP depends on a balance between strategically selected practices and implementation pattern of the practices. To our knowledge, little research has been done on the contribution of best NPD practices to the firms’ IP in efficiency-driven economies. Thus, we expect this paper will encourage scholars and practitioners to further explore this field.

This case study examines the ongoing international dispute involving two Latin American countries, Argentina and Uruguay, initiated by the latter’s approval of two Foreign Direct Investment (FDI) pulp mill projects on the River Uruguay’s –their natural boundary– eastern coast. On October 2003 the Uruguayan government approved the FDI venture proposed by the Spanish firm ENCE (Empresa Nacional de Celulosa de España S. A.); on February 2005 President Batlle’s administration –two weeks prior to President elected Tabaré Vázquez’s inauguration- announced the approval of Finnish Botnia’s (Oy Metsä-Botnia Ab) Orion pulp mill project in a location only a few miles away from ENCE’s site. The Argentinean government protested claiming that the permits granted, without due prior consultations, breached the provisions of the River Uruguay’s Treaty (1961) and Statute (1975), which both countries signed. Strong social opposition to the projects arose in Gualeguaychú, the closest Argentinean city on the western coast of the river, claiming that impending environmental and socioeconomic damages suffice to prevent the operation of pulp mills in the area.

This empirical single case study studies the role played by successive New Product Developments (NPDs), conducted within transnational Technological Alliances (TAs), on an Argentinean Small to Medium size Enterprise (SME) active in its home country agricultural seed breeding sector along the last twenty five years. This explanatory case exposes how the firm´s management faced the challenges posed by different NPDs based on transnational TAs. A within-case analysis of two collaborations, with polar outcomes, between the Argentinean SME and, in both instances, an American counterpart was conducted with the purpose of identifying the relevant factors which intervened in these particular inter organizational collaborations´ outcomes. This article is grounded on existing bodies of literature on NPDs and on TAs. Although this study focuses on only one Argentinean SME our approach can’t support decision makers in private and public organizations with a focus on biotechnological SMEs.

Innovation (Bates and Flynn, 1995) as well as the so-called best practices (Kahn et al., 2006; Marjorie et al. 2006; Davies and Kochhar, 2002), are considered to be sources of sustained competitive advantage (Barney, 1991; Peteraf, 1993). This empirical cross-case study (Yin, 1981; Eisenhardt, 1989) analyses the way an array of best New Product Development (NPD) practices is implemented in nine private manufacturing companies, in order to clarify the contribution of best NPD practices to the firms’ innovation performance in efficiency-driven economies (López-Claros et al., 2006).  

This cross-case project studies innovation in Argentine SMEs through the interplay of strategy development, internal and external networking. We set out to develop a framework combining these dimensions to better understand the implications of this relationship. The constructed framework is intended to help in the mapping of a firm’s current position and to envisage future innovation plans. We also propose the Innovation Rate as a measure to evaluate firm-specific decisions over time. This article is grounded on existent literature on innovation strategy, networking and leadership. The approach can be of interest to worldwide decision-makers in private and public organizations.

Telefónica and Telecom (the two telephone companies operating in Argentina) and FOETRA (the workers’ telephone union from Buenos Aires) were involved in gruelling negotiation rounds at the end of 2004 which reached the public eye. On the 30th November 2004 and after losing their patience, FOETRA union representatives decided to take over and occupy two key National Transmission Centres of Telefónica and Telecom to voice their demands seeking a delayed wage increase. As a consequence of this extreme measure, the Argentinian media began to cover this union negotiation warning that national telecommunications were on the brink of collapse because the two telephone companies were no longer in control of their operations. After an 11-day building siege, approximately a 16% salary increase was granted to telephone workers under Collective Labour Agreement. Both parties in conflict acknowledged that most of these incidents were avoidable for FOETRA’s demands and the offers of the companies were not oceans apart before the beginning of the escalation of the 2004 conflict. This is an empirical study of a telecommunication union negotiation in Argentina which was analysed through a number of time-sensitive variables. Drawing on Barbara Adam’s timescapes an in-depth exploration of interweaved time-dimensions was performed in order to further contribute to the understanding of time in conflict management literature. The timescape perspective acknowledges both the dynamics and the interplay of complex – and often colliding – time-dimensions which seem to be neglected or, at least, underestimated in popular conflict management forums. Implications for managers and negotiators stem from the analysis of this case-study.

This empirical cross-case study studies innovation in eight Argentinian SMEs (Small to Medium Enterprises) through the interplay of three dimensions: a) the stage of development of the innovation strategy, b) internal networking and c) the firm’s external networking (i.e. scientific-technological public-private collaboration). We set out to develop a framework combining these three key dimensions to better understand the implications of this complex relationship. This article is grounded on an existing body of literature on innovation strategy, S&T cooperation, leadership and innovation culture. Although this study focuses on eight Argentinian SMEs, our innovation approach can be a matter of interest to worldwide decision-makers in private and public organizations with an SME focus.

Time sense-making develops following different trajectories and cycles (Adam, 1998, 2000; Weick, 1995). The last straw of the 2004 telecommunication conflict produced a state of affairs which did not allow the parties to resume the ‘same’ negotiation of the first stages. The entire network of actors became dysfunctional for all of them were losing something if the wage negotiation dragged on forever. After the escalation of the conflict the negotiation inter-organizational network incorporated new actors, invested interests and rationalities to the former ‘salary negotiation’. This translation and transformation (cf. Callon, 1986) of the conflict created the necessary conditions to reach the final accord. As noted above, time lies in the interplay of dimensions and its resulting meaning hinges on the assemblage of time sense-making trajectories and cycles. Therefore, interweaved time variables such as: - the attempt of the companies to continuously adjourn the final accord - the post late-2001 Argentine crisis context - the long-term cycle of annual union negotiations - the sudden and unexpected occupation of the company buildings - the Labour Ministry urging a final settlement - the interrupted sequence for the agreement of company budgets - a possible synchronisation of salary updates and national inflation redressed the cooperation / competition balance of this union conflict (cf. Lax and Sebenius, 1986: 29-45; Bazerman and Neale, 1992: 152-170). The timescape of the 2004 negotiation gathered these time-dimensions grouping actors together and impelling cooperation or competition in accordance to the dynamics of intertwined sequences, time-frames, tempos, temporalities, synchronicities, pauses, delays and cycles. The attempt to address the complexity of time in negotiations without deeply delving into many other connected areas can be regarded as a potential limitation of this analysis. Further academic work will be required to explore the connections linking negotiation timescapes and many other conflict management relevant issues, such as power, cultural styles, emotion and rationality and bargaining over positions and interests.

Se trata de una investigación en el grado de innovación y en el reflejo económico del mismo. Dicho estudio se lleva a cabo en empresas Argentinas de Capital puramente nacional de los siguientes rubros: Software, Electrodomésticos, Alimentos y Bebidas, Metalmecánica y Maquinaria en la Argentina.

There are three main streams of literature on the impact of firms’ innovativeness on business performance, one regarded to market orientation, other focused on innovation, and the last one related to National Innovation Systems. All of them agreed upon the importance of innovation to business performance and focus on how internal and external facilitating factors influence on it. Successful innovation largely depends on how the process of turning knowledge into commercial ends is well organized and implemented. An empirical study on innovation in Argentinean small and medium enterprises from the Software, Electronics, Home & Electrical Appliances, Iron & Steel, Machinery, Metal Mechanics and Food & Beverages sectors we have performed highlights what strategies companies are pursuing in terms of innovation processes at industry level, and their results. Findings reveals how firms organize and deal with innovation and R&D policies, best practices, cooperation with science and technology centers, market or technology orientation, and intellectual property rights and how that impacts on the firm’s innovativeness and sales growth.

In the past few decades, the strong competition and globalization featured by world markets have led companies to develop international purchasing strategies involving dramatic price reductions, quality and delivery enhancements, improved cycle times, increased responsiveness to customers and better financial conditions. As a result, companies have been forced to pursue internationalization strategies for their purchase management in order to effectively support their globalization process. The literature studies, focusing on Multinational Companies’ (MNC) corporate purchasing strategy influence on affiliates’ global supply strategy (GSS) development, reveal a strong link between two key dimensions: supply source – i.e., the level of supply globalization as related to MNC’s worldwide operating needs - and purchase location – i.e., the level of centralization in relevant purchasing decisions. This research, based on the study of a sample of seven Italian MNCs that have expanded their operations to the MERCOSUR (Southern Common Market) area, intends to explore the process of purchasing strategy definition and development, focusing on the relationship between its two key dimensions and identifying the definition criteria used in each of them, as well as their impact on decision-making processes.

As a result of the enhanced competitiveness that characterizes the global market, multinational corporations have been forced to develop international purchasing strategies to purchase from foreign suppliers, that involve price reductions, increased access to technologies, better quality controls, and the introduction of competition at the domestic supply base. As a result, companies have been forced to pursue internationalisation strategies for their purchase management in order to effectively support their globalisation process through supplies. According to companies’ evolution in their globalization processes, literature studies reveal a strong link between the two key dimensions of international purchasing strategy: supply source –i.e., the level of supply globalisation as related to MNC’s worldwide operating needs- and purchase location – i.e., the level of centralisation in relevant purchasing decisions. Our research, based on the study of a sample of seven Italian MNCs that have expanded their operations to the MERCOSUR (Southern Common Market) area, explores the process of purchasing strategy definition and development, focusing on the relationship between the two key dimensions and identifying key drivers, as well as their impact on decision-making processes.

Por la crisis, los mares se han embravecido y la tierra firme parece estar muy lejos de nuestra vista. ¿Los capitanes, es decir, los directivos, están preparados para salir victoriosos de esta tormenta? Aquí repasamos algunos principios básicos de "navegación"

Mientras el gigante vecino camina con paso firme hacia un lugar de privilegio en el contexto internacional, los argentinos nos vemos atrapados en el desacuerdo permanente. Cómo evolucionar a través de la negociación cooperativa.

Facebook, Twitter otras redes digitales comienzan a ganar protagonismo no sólo como formas de entretenimiento o mercados publicitarios; en Irán y Colombia, transformaron la iniciativa ciudadana en poderosas coaliciones negociadoras.

Los miembros de directorios de empresas deben tomar decisiones permanentemente, y a través de ellas, se vislumbran sus intereses y motivaciones personales. Cómo se lleva adelante una buena negociación para la toma de decisiones en el más alto nivel empresarial.

This case study examines the ongoing international dispute involving two Latin American countries, Argentina and Uruguay, initiated by the latter’s approval of two Foreign Direct Investment (FDI) pulp mill projects on the River Uruguay’s –their natural boundary– eastern coast. The ultimate purpose of this work is to identify the relevant factors which intervened at the inception of a dispute, and during its subsequent evolution, which led to an international crisis of unexpected political and diplomatic aftermaths for these two neighboring South American countries with a long history of friendly relations. Another objective is to analyze the influence exerted on the course of events by an Argentinean environmental non governmental organization who invoked, at that time, scarcely disseminated social construct, the Social License to Operate, as the exclusive basis for rejecting both projects. This article is grounded on existing bodies of literature on conflict management, multiparty negotiations and third parties’ intervention. Our purpose is to extract lessons of academic and managerial relevance, for both public and private managers, and to define an area of research which we consider particularly pertinent: is it possible, or necessary, to adjust current conflict management methods –deeply embedded in Anglo-American political and managerial experience- to make them suit with different cultural and institutional traditions, as those prevailing in most of the Latin American countries, in order to solve development issues involving social constructs such as the Social License to Operate?

We carried out an empirical study of a salary negotiation involving the two major telecommunication companies in Argentina and a union by means of a detailed analysis of a number of time-sensitive dimensions. Drawing on Barbara Adam’s timescapes, an in-depth exploration of interweaved time-dimensions surrounding this negotiation was performed to further contribute to the understanding of time in conflict management literature. The timescape perspective acknowledges both the dynamics and the interplay of complex – and often colliding – time-dimensions which seem to be neglected or, at least, underestimated in popular conflict management forums. Implications for managers and negotiators stem from the analysis of this empirical study.

There are three main streams of literature on the impact of firms’ innovativeness on business performance, one regarded to market orientation, other focused on innovation, and the last one related to National Innovation Systems. All the perspectives agreed upon the importance of innovation to business performance and focus on how internal and external factors influence on business performance. In spite of this widespread interest, relationship between a company’s innovation capacity and both internal and external facilitating factors is found to be of limited study. Findings suggest that firms with higher research and development budget and/ or relationship with research institutes have a higher degree of innovation. Even more, the ones that do develop this relationship are technology driven companies. Although we find a low degree of implementation of best practices, those with a higher degree of implementation were more innovative. Finally, we found that more innovative firms have better performance in terms of sales growth. Our study focuses on Argentine small and medium sized companies from the following industries: Software, Home Appliances, Electronics, Metallurgist, Iron & Steel, Metal Mechanics, Machinery and Food & Beverages.

Esta nota técnica busca trasladar los principios conceptuales de una negociación, descriptos en una nota anterior, a la realidad de una negociación dentro de una empresa, donde las relaciones entre jefes, pares y subordinados, toman un matiz distinto que las negociaciones de tipo ""externas".

Esta nota detalla algunas consideraciones a tener en cuenta en este tipo de relaciones tan profundas, adaptando con precaución algunos fundamentos teóricos de la teoría tradicional de la negociación. También escribieron “Las Negociaciones internas a la luz del decálogo de la negociación eficaz” que muestra las consideraciones especiales que merecen las negociaciones puertas adentro de la empresa, ya sea con jefes, pares o subordinados, adaptando los fundamentos teóricos de la teoría tradicional de la negociación.

Esta nota detalla herramientas y tácticas para lograr que la negociación sea un proceso creativo, en el cual los “puntos muertos” sirvan para desarrollar nuevas ideas y no para dañar las relaciones interpersonales.

Esta nota muestra los resultados de una encuesta realizada a ejecutivos que pasaron por el IAE sobre su comportamiento en las negociaciones internas y externas, y partir de éstos infiere algunas conclusiones que sirven para enfrentar mejor estas situaciones.

Esta nota brinda un marco para realizar un balance posterior a la negociación, a través de la evaluación de las fortalezas y debilidades de la contraparte y de uno mismo, en cuanto a preparación, establecimiento de metas, posicionamiento, manejo de la empatía, etc.

Esta nota ahonda en este aspecto crucial de la negociación, que es la gestión de la información, tanto de la que se cruza verbalmente, como la de aquella que se esconde o de la que es advertida a través del lenguaje corporal.