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 Recibido: 14-08-2018 /Aceptado: 15-09-2018/ Publicado: 06-10-2018

 

La gestión estratégica de la innovación en las entidades turísticas del destino la Habana.

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MS.c. Yureidys García Leonard.[1] & Lic. Liety Lissett Alvarez Vázquez.<= /span>[2= ]                                                =     

 

 


Resumen.

La innovación es un factor clave p= ara lograr la competitividad. Además, incide en el posicionamiento y desarrollo= de los destinos turísticos. En Cuba existen diferentes barreras que limitan el desarrollo del destino, impidiendo que el mismo sea innovador. Partiendo de= la definición del perfil de viaje de los turistas, se puede enfocar una estrat= egia coherente en materia de innovación hacia el interior de las entidades, ya q= ue, en empresas de servicios es vital el desarrollo de interface con los client= es, pues en gran medida, ellos aportan a la construcción y el desarrollo de las nuevas experiencias y los cambios. Inducir las actividades de I+D+i en la gestión de las entidades turísticas en el destino La Habana es una necesidad ante las muestras queda el agotamiento del modelo de desarrollo turístico sustentado en el “todo incluido”.

Palabras clave: innovación, Destinos Turísticos Inteligentes, La Hab= ana, I+D+i.

 

Abstract.

 

Innovation is a key factor to achieve competitiveness. In addition, it affects the positioning and development of tourist destinations. In Cuba, t= here are different barriers that limit the development of the destination, preventing it from being innovative. Starting from the definition of the tourist profile of the tourists, a coherent strategy in the field of innova= tion can be focused towards the interior of the entities, since, in service companies, the development of interface with the clients is vital, since to= a great extent , they contribute to the construction and development of new experiences and changes. Induce R + D + i activities in the management of tourist entities in the destination Havana is a must before the samples is = the exhaustion of the tourism development model supported by the "all inclusive"

Keywords: innovation, Smart Tourist Destinations, Havana, I+D+i.

I.<= span style=3D'font:7.0pt "Times New Roman"'>      =              Introducción.=

 

Las economías insulares, como es el caso de la cubana, se perfilan como unos de los destinos más atractivos para desarroll= ar el Turismo bajo la modalidad de “sol y playa” que aunque se cuenta con potencialidades para el desarrollo de la  misma,  su modelo de gestión= el “todo incluido”, no es uno de los que permite la mayor captación de divisas, siendo este último uno de los objetivos pautados en la política económica d= el país, de ahí que lograr su desarrollo sobre la base de exportaciones con al= to valor agregado precisa crear nuevos productos turísticos y estos no puede sustentarse, si no es a través de la inducción de actividades de innovación= en las empresas enclavadas en el destino turístico que son actores esenciales = en lograr la construcción de experiencias satisfactorias para los turistas.

 

Destino como La Habana, capital de Cuba,  solventar un modelo de desarrollo turís= tico pasa por la apuesta al impulso de otras modalidades turísticas y no propiam= ente “Sol y Playa”, modelo imperante en el destino país, sus principales atracti= vos no son justamente la belleza de sus playas, por lo que las entidades enclav= adas en el mismo necesitan lograr una oferta turística asentada en el empleo del patrimonio arquitectónico,  en el d= iseño de producto que aporten valor a los visitantes.

 

Siendo así las entidades encargada de dar la aco= gida y la hospitalidad en el destino constituyen un elemento esencial en la crea= ción de productos turísticos innovadores, esta realidad en la práctica impone presión al desarrollo del destino, la gestión empresarial de estas, aun se = basa en modelos tradicionales que no incorporan a la innovación dentro de sus procesos, por lo que el objetivo de la investigación es analizar el comportamiento de las entidades y definir los factores que determinan a la innovación.  No si antes exponer los conceptos esenciales que defienden la propuesta final del artículo.

 

La innovación. Particularidades en el sector de los servicios.

 

Innovar es crear, cambiar o incrementar= y que esta se materializa en nuevos productos, servicios  y procesos, (Libro verde de la innovaci= ón, 1995), (Frascasti, 1992), (Oslo, 2005), (Manual de Bogotá, 2001) y (Arzola = y D´ Armas, 2012), es un proceso de aprendizaje que utiliza al conocimiento como input y output, lo que contribuye a la formación de conceptos y teorías, (Vaquero, 1999), (Sánchez, 2009), (Benavides, C y Quintana, C, 2005), (Druc= ker, 1985), (López O, Blanco, M & Guerra, S, 2009), (Nuñez, 2013), (Elser, 1= 992 ), (Escorsa, 2003), (COTEC, 2010), (Bueno, 2012) y (Ahmed,K; Sheperd, C, 20= 12) resumiendo constituye  una fuente de avance y desarrollo.

 

Autores diversos la defienden como el nuevo paradigma de la competitividad Vaquero (1999), Sánchez, (2008). Porter (= 2011) las economías de escalas y la productividad del trabajo son un viejo paradi= gma para lograr la competitividad de las naciones, que han sido superado por el único que existe hoy para crear ventajas competitivas, la Innovación, a tra= vés de la creación, diferentes caminos y nuevas combinaciones.

 

Drucker (1998) la concibe no solo como = un producto de la investigación, éxitos y fracaso son fuente de inspiración en= las empresas y punto de partida para generar un proceso que es una búsqueda intencionada de oportunidades[3], ideas como estas fundamentan la necesidad de gestionar a la innovación y a = la tecnología desde la empresa. Orientada al estudio= de los procesos de innovación en el ámbito empresarial y su integración dentro= de la estrategia corporativa como elemento clave para el éxito organizacional (Manjarres & Vegas, 2012; Escorsa & Valls, 1998, Ahmed &  Sheperd,  2012 y Shupe & Behling 2006). 

 

Más contemporá= neo la asociación española de normalización y certificación (AENOR),  la define como “parte del Sistema de ge= stión que incluye estructura organizativa, planificación de actividades, responsabilidades, prácticas, procedimientos, procesos y recursos para desarrollar, implantar, llevar a efecto, revisar y mantener al día la polít= ica de I+D+i”. (AENOR, 2016, pp 6.)

 

En resumen, la gestión de la innovación es parte intrínseca a los modelos de dirección empresarial por ello, dentro de la estrategia empresar= ial, la estrategia tecnológica juega un papel esencial. Esta última busca que la tecnología se convierta en el vehículo ideal en la creación de ventajas competitivas, desagregada en toda la cadena del valor de la entidad. <= /o:p>

 

Hablar de innovación no requiere una distinción entre la actividad productiva y los servicios, genéricamente es el mismo proceso para ambas actividades, sin embargo, el sector terciario de la economía tiene singularidades que distingue el proceso a lo que normalmente se observa en = la industria manufacturera.

 

Tres  son los enfoques predominante en la literatura encargados de guiar el estudio de la innovación en los servicios= : el primero basado en los aportes de Barras, se defiende la tesis de que no se constan diferencias sustanciales entre la manera de ver el proceso de innovación entre ambos tipos de actividad económica; un segundo  enfoque de demarcación o divergente,  consider= a las especificidades de  los servicios,<= span style=3D'mso-spacerun:yes'>  y hacen énfasis en sus propias características que limitan la capacidad de definir y medir la calidad de l= os productos y la productividad de las empresas de la misma manera que en otras industrias, por lo que es necesario desarrollar marcos específicos para entender al sector; una perspectiva conciliadora a las anteriores es el enf= oque de síntesis, de integración o convergente, reconoce las diferencias entre la innovación en los servicios y en la industria manufacturera, pero mantenien= do un punto de vista integrador que permite incorporar las características de ambos sectores  uno de sus exponent= es más recurrente es Gallouj (Crespi & Olivari; 2016).

 

Aunque coexisten criterios divergentes en cuanto al estudio de la  innovación en los servicios, se impone el criterio de síntesis como = uno de los más prometedores para explicarla,   teniendo en cuenta siempre la tendencia a ser  un proceso más informal, poco sistémico= y difícil de diferencial, (Elche, 2004; COTEC, 2014).

 

Estudios empíricos realizados en América Latina por Crespi y Olivari, arrojan que las empresas de servicios = se ven enfrentadas a una serie de obstáculos que disminuyen su apego por la innovación, especialmente los vinculados a costos, conocimiento y mercado, siendo el primero el que parece tener una incidencia mayor,   se observa que los factores vinculados= al conocimiento tienden a ser más importantes para las empresas de servicios q= ue para las de manufactura, mientras que los factores de  mercado tienen mayor relevancia para las empresas de servicios que para las de manufactura. (Crespi & Olivari, 2016).

 

Entender a la innovación en el s= ervicio implica concebirla como un proceso de cambio continuo, una combinación de creatividad y aprendizaje, en constante interface con clientes y proveedore= s, cuyo fin es la satisfacción del cliente. (Sundbo & Gallouj, 2015), con = una tendencia a un proceso informal, flexible y gestionado por grupos de proyec= to. (Elche, 2004).

 

Modelos diseñados para aplicar la innovación de empresas de servicios, captan la idea del anterior párrafo se destacan: Sundbod (1998), Bilderberg (1999), AENOR (2006), Arzolas (2007), Igaratua (2009), COTEC (2010), Vargas (2013), INOSEV (2014) y Sundbo & Gallouj (2015). Estos nos permiten  sistematizar aspectos a tener en cuenta cuando se estudie la innovación en los servicios tales como:

 

1.&n= bsp;            El desarrollo de la inteligencia competitiva y de mercado como etapas fundamentales del proceso.

2.&n= bsp;            La importancia del enfoque prospectivo y estratégico y el nexo del desarrollo tecnológico con la estrategia empresarial.

3.&n= bsp;            El desarrollo organizacional y la mejora continua de los procesos internos com= o fuente fundamental de innovación.

4.&n= bsp;            El capital humano, su motivación y desarrollo dentro de la entidad.=

 

Específicamente en el turismo  Halager apunta que las políticas en materia del cambio climático ser= án una fuerza inductora importante para el desarrollo de las innovaciones en el mismo (Halager, 2010).

 

En el 2015, Sundbo, realizó un estudio empírico sobre la innovación = en el turismo, basó su análisis en tres niveles: el empresarial, el de red y l= os sistemas.

 

Como resultado del estudio destaca que la actitud innovadora de las empresas de este sector está directamente ligada al tamaño, que son más propensas a innovar la que desarrolla un enfoque estratégico y se centran e= n el desarrollo y calificación del capital humano, las que trabajan en redes loc= ales y globales.

 

Resume que la innovación en el turismo no puede ser explicada por factores tecnológicos o por la determinación de los proveedores, debe de ser explicada por factores sociales y una política clara.

 

Sin embargo, la innovación en el turismo se enfrenta a una serie de barreras qu= e le impiden un mayor desarrollo:

 

·      =    Atomizaci= ón empresarial, que dificulta la financiación, la disponibilidad de personal cualificado y la asunción de los riesgos económicos asociados a la innovaci= ón; además de suponer mayores resistencias al cambio.

·      =    Déficit de cultura de la innovación.

·      =    Falta de fuentes de financiación. Involucración empresarial.

·      =    Dificulta= des en la transmisión y adopción del conocimiento.

·      =    Carencia = de un enfoque sistemático de la innovación del que sí disponen otros sectores industriales.

·      =    Dificulta= d de medir la innovación por las características de la actividad turística.=

·      =    Desigual implantación de la innovación por subsectores turísticos[4].

 

Estudio de las particularidades de la innovación en entid= ades del destino La Habana.

 

Para llevar a = cabo el estudio se aplicó un cuestionario a las 65 entidades pertenecientes a la= 7 OSDE del Ministerio del Turismo, exceptuando a las entidades de Ocio y Recreación. El análisis de fiabilidad del instrumento aplicado arrojó un Al= fa de Crombach, de 0.966, demostrando la alta fiabilidad del instrumento de medición y la consistencia interna de la escala de medición que se utilizó.=

 

Factores que inciden en la gestió= n de la innovación en las entidades turísticas como un proceso estratégico.

 

La baja disposición innovadora de las entidades turísticas encuestad= as, no es producto del desconocimiento o la poca prioridad que se le confiere dentro del modelo de dirección implementado,  asocian la poca expectativa a innovar  problemas de financiamiento, no se tienen en cuent= a un presupuesto asociado a la actividad de investigación, lo que limitan el desarrollo de nuevos productos, al no contarse con partidas de gastos necesarias en la etapa de investigación y desarrollo.

 

Corroboran lo = anterior que el 100% de las encuestadas reconocen que en las normas estipuladas cons= tan los fundamentos para desarrollar una política de innovación a escala empresarial.

 

Siendo así, los problemas no están centrado en la institucionalidad de la actividad y si ha= cia los mecanismos sectoriales y microeconómicos en cuanto a la respuesta de la pregunta de cómo implementarla.

 

Las principales concepciones insisten en el desarrollo de redes y colaboraciones, como un estadio inicial en la concreción de un sistema de innovación como el marco propicio en logro de un entorno innovador, las empresas estudiadas no muest= ran actitudes colaborativas y si un comportamiento competitivo entre ellas, teniendo un tamaño pequeño y una cuota de mercado poco significativa.<= /o:p>

 

Hacia el inter= ior de su desempeño, no utilizan proceso de vigilancia, jerarquizan la creación= de nuevo productos como forma de innovación y desconocen que nuevas formas de distribución,  el diseño de nuevos procesos, ni nuevos modelos de gestión son fuente de esta.

 

El comportamie= nto de la muestra es homogéneo por tipo de entidad no existe diferencia entre l= as respuestas de los hoteles, los restaurantes y las agencias de viajes, solam= ente en el aspecto en cuanto a la realización de nuevos productos , las agencias= de viajes y los restaurantes tienen una  mejor conducta que los hoteles, sin embargo son  estos últimos lo que mejor responden en cuanto al empleo de nuevos proceso y nuevas formas de distribución, de lo q= ue se puede inferir que el tamaño y el tipo de actividad no son factores que influyen en un comportamiento  en c= uanto a las expectativas empresariales para innovar.

 

Sin embargo utilizando como punto de análisis el paradigma estructura-conducta-resulta= do, la estructura del sector del turismo en el destino estudiado,  condiciona su conducta en la medida que funciona como un mercado de competencia monopolista, donde el tamaño de las empresas es pequeño hay  una  cantidad representativa de ellas y bajas barreras de entrada, su comportamiento se centran en temas competitivos de diferenciación del producto, mostrando poca colaboración elemento esencial = en la innovación.

 

El Modelo de C= OTEC (1999) plantea el uso de herramientas atendiendo a los cincos objetivos para gestionar a la innovación en las empresas, en la tabla que se presenta a continuación se realiza un diagnóstico de las entidades analizadas a raíz de los resultados de las encuestas.

 

Tabla 1. Deficiencias que presentan las entidades del turismo.

 

Objetivo

Herramienta

Realidad

Vigilancia

DAFO

Investigación de Mercado<= /span>

Prospectiva

benchmarking

Deficiente sistema de inteligencia empresarial.

Focalizar

La auditoría de capacidades

Modelos de Carteras.

Modelos de proyectos

No se encuentra desarrollada en las entidades

Capacitación

Gestión del conocimiento<= /span>

Gestión de la tecnología<= /span>

Gestión de los recursos Humanos=

Enfocada hacia lo profesional, a la asimilación de las TIC

Implantación

Gestión de proyectos

Gestión del cambio

Gestión de interfaces

Implantación de la calidad total

Colaboración externa

 

En este objetivos las entidades no cuentan con las capacidades creadas para emprenderlo

Aprendizaje y Mejora continua

La evaluación

Y el enfoque de mejora continua=

La calidad no se utiliza como instrumento estratégico dentro de la empresa.

 

Fuente. Elaboración propia.

 

Como se pudo apreciar en la práctica de las entidades existen las norman y los documentos que rigen lo que debe de propiciar un clima innovador, en la praxis sucede = todo lo contrario no hay una comprensión real del fenómeno y se confronta que ex= iste una baja cultura innovadora

 

 

El estudio anterior demuestra que la baja actividad innovadora de las empresas turísti= ca, amén de los factores objetivos como es la financiación de los proyectos de investigación, la inexistencia de una clara política sectorial de innovació= n, la debilidad del sistema nacional de innovación que no se traduce en sistema sectoriales, pasa por problemas no solo estructurales, sino aspectos más subjetivos en la gestión, como por ejemplo:  el comportamiento de los arribos que muestran un crecimiento en el destino,  induce una respuestas pas= iva en las entidades, que no ven la necesidad de renovarse, indicadores los ingres= os muestran una tendencia creciente, no obstante, a esta situación se impone buscar nuevas formas, las tendencias avanzan y se continua  apostando por una forma de hacer turism= o de manera tradicional y una gestión excesivamente reactiva hacia el interior de las organizaciones.

 

Lo dicho anteriormente impone reto a la gestión del destino tales como:

 

·      =    Trabajar sobre el dis= eño de los sistemas de inteligencia empresarial.

 

= a)      Proponer a la vigilancia tecnológica como una función dentro de las entidades y paso inicial para consolidar un sistema de inteligencia competitiva.<= /span>

= b)      Diseñar un sistema de indicadores que capten la información necesaria para consolid= ar bases de datos.

= c)      Perfeccionar los sistemas de información de las entidades

 

·      =    Diseñar una clara política de innovación desde el Ministerio y su derivación hacia las entida= des.

·      =    Concebir a la estrate= gia tecnológica dentro de la corporativa

·      =    Capacitar a las entid= ades en tema de:

 

= a.      = Gestión de proyectos.

= b.      Ingeniería de datos.

= c.      = Herramientas de gestión empresarial.

 

 

En la siguiente figura se muestra los procesos esenciales  a desarrollar en las entidades para inducir una cultura innovadora a escala microeconómica.     

 

Figura 1.<= span lang=3DES style=3D'font-size:12.0pt;line-height:115%;font-family:"Times New= Roman",serif'> Procesos esenciales dentro de la entidad para lograr la gestión de la innovación.

 

Fuente: Elaboración propia.

 

 

Conclusione= s.

·      =    Las entidades enclava= das en el destino no conciben a la innovación dentro del sistema de gestión empresarial,  aunque existen normas= y decretos para constituirla como un proceso esencial en la dirección.

 

·      =    Los factores que inci= den en la baja conducta innovadora de las entidades pasa por aspectos objetivos, preocupa sin embargo que el problema es mucho más complejo pues no se interioriza la importancia del tema y las principales decisiones de desarro= llo se siguen tomando sobre la base del comportamiento de indicadores con un se= sgo para medir a la actividad turística

 

 

·      =    Finalmente la gestión= y desarrollo de los recurso humanos desde las entidades no constituye un fact= or decisivo para inducir procesos de innovación en la organización al predomin= ar la profesionalización en materia de capacitación quedando relegada las habilidades necesarias para la innovación.

 

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Vázquez= , A. (1999). Desarrollo, redes e innovación. Lecciones sobre desarrollo endógeno. Madrid: Pirámide, SA.

Vel= asco, E., Zamanillo, I., & Gurutse, M. (2006). Evolución de los modelos sobre el proceso de innovación: desde el modelo lineal hasta los sistemas= de innovación. (Vol. 2). Mallorca.<= /span>

 

 

 

 

 

 

 

Para citar el artículo indexado.=

 

 

García Y. & Alvarez L. La gestión estratégica de la innovación en las entidades turísticas del destino la Habana. R= evista electrónica Visionario Digital 1(1), 68-80. Recuperado desde: http://cienciadigital.org/revistacienciadig= ital2/index.php/VisionarioDigital/article/view/108/101

 

 

 

 

 

El artículo qu= e se publica es de exclusiva responsabilidad de los autores y no necesariamente reflejan el pensamiento de la Revista Ciencia Digital.

 

El articulo queda en propiedad de la revista y, por tanto, su publicación parcial y/o total en otro medio tiene que ser autorizado por el= director de la Revista Ciencia Digital.

 

 

 

 

 



[1]<= /ins>Univ= ersidad de la Habana, Facultad de Turismo, Cuba, ygarcia@ftur.uh.cu

[2]Ministerio de Turismo, La Habana, Cuba, lalvarez@ftur.uh.cu

[3] Para Drucker son oportunidades de innovación: 1. Acontecimientos inesperados, 2. Incongruenc= ias. 3. Necesidades del proceso y 4. Cambios en el mercado.

[4] Para ver un estudio más exhaustivo del tema consultar el Manual Operativo para La Configuración de Destinos Turísticos Inteligentes<= /p>

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ISSN 2602-8506

Vol. 2 / No.4/pág.68-80. Octubre-Diciembre/2018.

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