Abstract

CASTELLANOS M, Juan Gonzalo. Associativity in the evolution phenomenon-analysis of cases in Colombia. Rev. esc.adm.neg [online]. 2010, n.68, pp.100-111. ISSN 0120-8160.

Associativity, seen in the formation of business networks or clusters located in companies of a specific industrial sector, has been studiedby various authors from the developed world. For Latinamerica and for PYMES represent an important advantage as a way of grouping them facing the productive and competitive challenges and the opportunities in marketing niches that are open in globalization Specifically, they represent a way for establishing cooperation and collaboration trends, competing in the market and innovation fields. For this analysis the ongoing state of experiences through comparative cases, it is necessary to take the evolution focus as a refierent for this situation, especially for the innovation phenomenon Nelson- 1994; Melcalfe- 1994; Lundvall-1992, have stated the evolution strategies of change and systematic perspectives for the innovation that provides a framework for analysis. Similarly, the inclusion of a systems theory and networks to the field of microeconomy, Potts- 2008, and the proposed policies of science and technology that go together with innovation practices, Teubal- 2006, definitely facilitate the description of this evolution. This research paper shows a comparative analysis of two experiences on industrial grouping in Colombia that are currently being built, a perspective in the evolution of associativity and suggests the steps of such evolution, proposing that associativity reaches the phases that show more or less definite features. This proposal of steps has consequences on industrial groupings that are clearly represented by tractor companies, developed by facilitating agents or created by such companies. Besides, it describes effects on the evolution of polices for science, technology and innovation.

Keywords : Associativity; Evolution; Networks; Innovation; Policies; Science- Technology; Grouping.

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