Articulo ingeniería industrial

STRATEGIC MANAGEMENT OF TECHNOLOGICAL RESOURCES IN SMALL SAWMILLS

The concepts associated with technological management have evolved through several stages, from which Castellanos (2007) identified four different approaches: management of research and development (R & D), innovation management, technology planning and management strategic technology.  In a broad sense and according pose Cetindamar (2009) and Baena (2003) from different points of view, technological management in an organization is associated with the set of actions aimed at achieving greater efficiency in the management of technology, through the improvement in the use of their intellectual capital, allowing a better knowledge of their activities, scientific and technological information, public and private promotion policies, and supply and market demand, with the aim of improving research-linking industry and society .

In organizations of production, technology management not only tends to reduce the gap (gap) between the man and his productive tool, but also leads him to seek maximum use of it. Proper use of technology resources is based on the existence of qualified personnel. In this regard, it is interesting the statement by Navarro (2006), who argues that in the current organization, the largest business growth results are obtained when the focus shifts to the incorporation of technologies and improve the skills of its human resources, an issue that is essential to improve productivity and competitiveness in companies. Also, Saez (2000) notes that the tangible and intangible resources are the best assets available to a company for a different positioning that gives its financial condition.

Meanwhile, Estrada and Sabando (2001) integrate the notions of resources and technology, and conceptualize the definition of technological resources, such as: "[...] all the material means (tools, methods, patents) and especially immaterial (scientific knowledge and technical know-how) that the company has and / or that are accessible -inside (individual and collective capacities and potentialities) or outside (partners or potential allies) - to design, manufacture, market, bill [...] their products or services, acquire and exploit information, ensure the operation and management of all functions.

However, an organization can own technology and suitable for the development of a given productive activity resources, but without proper management technology will hinder their growth over the medium and long term. It is therefore necessary that the employer has developed, or can achieve, certain capabilities that enable you to think strategically. This strategic thinking is closely linked with creativity, innovation and intuition. The origin of the concept of strategic thinking in business arises in the early twentieth century; from there it was adapting to changing circumstances in the world of business. Labarca (2008) and Roman (2010) agree that strategic thinking can be conceived as an attitude of everyday life based on joint reflection that allows daily actions with long-term goals of the business, through an intuitive and proactive process putting into consideration individual skills, in order to ensure business strategy with vision.

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