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Artículos en Ingles

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file icon Technology and Managementpopular!Tooltip 24.08.2006 Hits: 1400

DOVAL, Inés María.
Universidad de Buenos Aires
Facultad de Ciencias Económicas
Av. Córdoba 2122 Ciudad Autónoma de Buenos Aires - Argentina
E-mail: inesd@arnet.com.ar

We intend to consider on the implicit technology values incorporated into the
organizations; taking Feenberg, A. in Alternate Modernity. The Technical Turn in Philosophy and Social Theory, where he presents the democratization of his technocratic thesis starting off from three matters: the distortion of the organizational consent formation process by "delegating" the understanding to normalize the devices. The role of articulating the action in that process. And the role of the operational autonomy in the accumulation of technocratic power. To democratize the technical change requires: the possibility to democratize the technological control; the legitimacy of involving the informal public matter; and the public intervention with rationality and the work autonomy of the technical professional. It is necessary
to consider about the objections that are made to the theory: the management chooses and decides last; it is not trivial, there is an operator, an object (technical system or input) and a especially technical power that arises in the roles that are carried out by human beings. We try to explain how the technical elections presuppose election norms and they have normative consequences, how they work within the groups, and how the repetitive processes of the group can take qualities of own expansion.

MARTINEZ DUARTE, Juan A.
Universidad Nacional de Misiones
Facultad de Ciencias Forestales
Calle Bertoni nº 124. Km. 3. (C.P 3382) Eldorado, Misiones, Argentina.
Email: martinez_duarte@hotmail.com.

The objective of this paper is to determine the most appropriate scientific focus in the
research to be carried out with the purpose of proposing a methodology for the formulation and environmental economic evaluation of ordination plans for the hydrographic basins in the Province of Misiones, Argentina.
The term Hydrographic Basin means the portion of land surface whose waters pour to a certain course of water and Hydrographic Basin Ordination, is the realization of planned operations to reach objectives related with the basin management.
The hypothesis outlined presented in this paper, is that the systemic focus is the most
appropriate in the research to be developed in hydrographic basins.
The main focuses of the science, the structure and operation of a hydrographic basin,
were analyzed determining that the same is the ordination unit, because it naturally constitutes a system where the balance of water, of energy closes, and by being dynamic, the action on its parts generates measurable reaction on other parts of the system.
The result of the present paper, indicates that the systemic focus is the most
appropriate, recommending its application in the research to be developed.

Keller, Patricia
Universidad Nacional de Misiones
Facultad de Ciencias Económicas
Carrera de Posgrado Doctorado en Administración
Campus Universitario Ruta 12 Km. 7 ½ Miguel Lanús, Misiones, Argentina
E-Mail: VRS.IVB@arnet.com.ar

The objective of the present article is to present a systemic analysis scheme to
contribute to the comprehension of the functioning of the different competitive levels to which the organizations are submitted: macro (level affected by the national policies), meso (external environment) and micro (organization). It is in this wide and complex mainframe, where the organizations have to build their own competitive advantages, and formulate the most appropriate strategic frame for this purpose, baring in mind the implications of having a regional current high cultural heterogeneity. To achieve the effective management and ensure the favorable present and future evolution of the enterprise, its strategic frame has to include the
three dimensions of sustainable development. Coherent with the systemic perspective, the functioning of an approach, which considers the relations among enterprise and its stakeholders, is illustrated, and the three needed elements to achieve the effective management in the present context: openness to the environment, consideration of complexity and strategic frame; and the underlying internal logic that guides enterprise’s decisions and actions. Finally, from the system (or enterprise) towards its external environment, competitive advantages can be build, at the meso level, through cooperation, alliances and intermediate organizations.

file icon Social Responsibilitypopular!Tooltip 24.08.2006 Hits: 1854

Gilli, Juan José
Universidad de Buenos Aires
Facultad de Ciencias Económicas
Av. Córdoba 2122 Ciudad Autónoma de Buenos Aires - Argentina

Social responsibility in itself or enterprise or corporate social responsibility, as it is called, appears as a main topic in many publications, forums and university subjects. In a parallel way, large big enterprises have included this item in their agendas; diverse NGO’s try to promote them, there arise social responsibility indexes, and the matter even appears in the sight of the regulators.
The enterprises’ social responsibility topic is not new, what is new is the demand that the enterprise take charge of the social problems. No doubt that the globalization phenomenon has placed the large enterprises above the economic power of many nations and that as compensation it seems logical that they be assigned responsibilities and that their actions be regulated.

Tañski, Nilda Catalina; Báez, Lucio; Clérici, Carmen
Universidad Nacional de Misiones
Facultad de Ciencias Económicas
Departamento de Administración
Ruta Nacional N° 12, Km. 7 ½ - (CP 3304) Miguel Lanús, Misiones, Argentina
E-mail: tanski@fce.unam.edu.ar

The forest-industrial sector, is strongly inserted and is of socioeconomic
importance in the Province of Misiones, Argentina, the same as in the regional and
national environment, since the foreseen and fulfilled, foreign investments carried out in the sector between 1994 and 2001 were of U$S 3 billion, (60% settled in the region.
Misiones, Argentina: U$S 1.2 billion and in the Province of Corrientes, Argentina, U$S
600 million).
Argentina has a great potential, manifested through no less than 15 million
hectares of soil, apt for commercial forest cultivation; 5 million hectares are in the
Mesopotamia, 6 million in Buenos Aires and other 4 million in the Andean Patagonian
Region.

Agüero, Juan Omar
Universidad Nacional de Misiones
Facultad de Ciencias Económicas
Ruta Nacional N° 12, Km. 7 ½ - (C.P. 3304) Miguel Lanús, Misiones, Argentina
E-mail: juanaguero@arnet.com.ar

Within the current conditions of the context, the managerial financial decisions involve
five risk categories: Global Risk, Country Risk, Market Risk, Managerial Risk and Decisional Risk. These categories are always present in a concentric way, from the most general to the most particular. An investment project, for example, implies a decisional risk due to the possibility of investment variation, of revenues, costs, and technology, among others; but, also, this risk is associated to what happens with the enterprise, with the market where the enterprise operates, with the country where the market functions and with the political, economic, financial, and world system. Global risk originates in the interdependence, trans-nationalization and world economic and financial deregulation, the country risk under the political, economic and social conditions of each country, the market risk in the characteristics proper to each market and the managerial risk in the investment structure and of enterprise financing. From this we can see that a financial decision condenses and summarizes these five risk categories that converge and multiply testing even Markowitz and Sharpe’s theoretical models, among others.

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