Gestión del conocimiento en el contexto de las fusiones y adquisiciones: (Cómo pueden evitar las empresas destruir su valor por la mala gestión del capital de conocimiento)

• Autores: Andrew Mayo
• Localización: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology, ISSN 1576-5962, Vol. 18, Nº 2-3, 2002 (Ejemplar dedicado a: Gestión del conocimiento), págs. 215-232
• Idioma: español
• Títulos paralelos:
  • Knowledge management in the context of mergers andacquisitions: (How firms can avoid destroying value throughmismamagement of knowledge assets)
• Enlaces
  • Texto completo (pdf)
• Resumen
  • español

    La mayor parte del valor de una empresa podría expresarse mejor en función de su activo intangible, por el cual hay que pagar una prima importante con ocasión de fusiones o compras. Más de la mitad de tales operaciones no alcanzan sus objetivos por razones de disonancia cultural y otras deficiencias relacionadas con el capital intelectual. El conocimiento y la experiencia se encuentran en el centro del activo intangible y pueden adoptar tres formas distintas: explícitos, tácticos y relacionales. Una consideración fundamental en las fusiones y adquisiciones es comprender cuáles son las áreas de conocimiento decisivas para los objetivos estratégicos de la fusión y cuáles lo son para el proceso de añadir valor para los accionistas, lo que exige representar el mapa de los diferentes activos de la empresa objetivo, además de comprender los elementos culturales que sustentan, o no, la gestión eficiente del conocimiento. En cada una de las fases del proceso de fusión puede mejorarse la comprensión de lo anteriormente dicho para llevar a cabo la acción adecuada que salvaguarde el valioso activo de conocimiento adquirido.

  • English

    The majority part of a firm’s value is more likely to be expressed in terms of its intangibleassets, for which in a merger or an acquisition a significant premium is paid. More than half such ventures fail in their objectives, due to cultural dissonance and other losses associated with intellectual capital. Knowledge and experience lies at the heart of intangible assets, and may be seen in three different forms – explicit, tactical and relationship. An essential activityin mergers and adquisitions is to understand which specific areas of knowledge are critical to the strategic goals of the merger, and which are critical to the value adding process to stake-holders. This leads to mapping the different assets in the target firm, and also to understanding the cultural elements which support, or other wise, effective knowledge management. Ateach stage in the merger process, understanding of the above can be enhanced, leading to appropriate action to safeguard the valuable knowledge assets acquired

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