Resumen de La dinámica del comportamiento estratégico de las pymes: El caso de Canarias

Vanessa Yanes Estévez, Ana María García Pérez, Juan Ramón Oreja Rodríguez

• español

  Este trabajo analiza el comportamiento estratégico de las pymes en Canarias durante los años 2016, 2017 y 2018. Según la tipología estratégica utilizada (Miles y Snow, 1978), se observa un predominio de pymes analizadoras, un núcleo de pymes defensivas y un grupo reducido de pymes prospectivas que se mantiene en los tres años. El comportamiento estratégico de estas pymes se caracteriza por un problema emprendedor con una tendencia hacia el aprovechamiento de las oportunidades del entorno desarrollando nuevos productos/mercados, un problema tecnológico cada vez más orientado a la reducción de costes y unos rasgos administrativos con algunas características y dinámicas propias de una empresa innovadora y con otras propias de una empresa más conservadora. Este trabajo pone de manifiesto una evolución del comportamiento estratégico de las pymes algo errática en cuanto al desarrollo de los tres problemas estratégicos.This work analyses the strategic behaviour of SMEs in the Canary Islands during the years 2016, 2017 and 2018. According to the strategic typology used (Miles and Snow, 1978), a predominance of analyser SMEs, a core of defender SMEs, and a reduced group of prospector SMEs are observed over the three years. The strategic behaviour of these SMEs is characterized by an analyser entrepreneurial problem with a tendency to exploit environmental opportunities by developing new products/markets, by a technological problem increasingly more oriented to reduce costs and by administrative traits with characteristics of an innovative firm and with others of a more conservative one. This work brings to light an evolution in the strategic behaviour of SMEs that is somehow erratic regarding the development of the three strategic problems.

• English

  This work analyses the strategic behaviour of SMEs in the Canary Islands during the years 2016, 2017 and 2018. According to the strategic typology used (Miles and Snow, 1978), a predominance of analyser SMEs, a core of defender SMEs, and a reduced group of prospector SMEs are observed over the three years. The strategic behaviour of these SMEs is characterized by an analyser entrepreneurial problem with a tendency to exploit environmental opportunities by developing new products/markets, by a technological problem increasingly more oriented to reduce costs and by administrative traits with characteristics of an innovative firm and with others of a more conservative one. This work brings to light an evolution in the strategic behaviour of SMEs that is somehow erratic regarding the development of the three strategic problems.