We report a study designed to investigate whether shape-taste crossmodal correspondences would influence consumers' expectations concerning coffee. To that end, we conducted a cross-cultural online survey with respondents (N = 309) from China, Colombia, and the United Kingdom (UK). The participants had to rate eight coffee mugs on eight scales by arranging the mugs within a 1000 × 250 pixel box, placing each mug so that its horizontal position matched how strongly they thought the mug matched the scale presented. Amongst other findings, the results revealed that (1) the coffee was expected to be more aromatic from narrower diameter mugs, (2) the coffee associated with shorter mugs was expected to be both more bitter and more intense, and (3) the coffee was expected to be sweeter from wider diameter mugs. An interesting cross-cultural finding was that participants from the UK expected the mugs to be hotter than participants from either China or Colombia. These results add to a large and growing body of research highlighting the associations between visual information and a product's likely (or expected) sensory qualities. These findings may be useful to those preparing coffee as they suggest that coffee should be presented in certain mugs in order to convey a message that is congruent with the consumer's expectations.

Although organizational sustainability and organizational resilience are critical dynamic capabilities for business continuity management, especially in times of crisis such as the COVID-19 pandemic, there are few studies that analyze the relationship between these three concepts to understand risks management. For this reason, our study analyzes these relationships to contribute to a better understanding of the subject and to propose future lines of research. We use bibliometric and content analysis, based on the Web Of Science and Scopus databases, during the period between 1998 and 13 May 2021. Main findings indicate that there is a bidirectional relationship between organizational sustainability capabilities and organizational resilience capabilities, but there is not enough evidence of their relationship with business continuity management. Additionally, results allow us to infer that there are four groups of relationships between them: (1) From Risk Management to Business Continuity Management and Organizational Resilience; (2) Resilience and Business Continuity practices; (3) Business Continuity contribution to Innovation and Sustainability; (4) Dynamic Capabilities for Organizational Sustainability and Organizational Resilience to enhance Business Continuity Management. Moreover, different stages were identified to understand the impact of organizational sustainability capabilities and organizational resilience capabilities on business continuity management facing disruptive events.

* Autor a quien debe ser dirigida la correspondencia.Recibido Jun. 22, 2016; Aceptado Ago. 31, 2016; Versión final Nov. 10, 2016, Publicado Feb. 2017 Resumen Este artículo muestra el diseño de un modelo de innovación abierta que resalta el rol del potencial humano como estrategia para mejorar la capacidad innovadora sostenible de las empresas en los países en desarrollo. Para el diseño del modelo se realizó una revisión de los principales artículos publicados en las bases de datos ISI, Scopus y Science Direct sobre la práctica de la innovación abierta. La revisión bibliográfica indica que existen diferencias en las características de las empresas de los países desarrollados respecto de las empresas en países en desarrollo y que esas diferencias afectan la práctica y los resultados de la innovación abierta. El modelo propuesto indica que el éxito de la innovación abierta en las empresas se da por la interacción de los siguientes factores clave: el potencial humano (eje del modelo), la cultura organizacional, la estrategia, la estructura organizacional, el uso de las tecnologías de la información y las herramientas propias de este tipo de innovación. Palabras clave: innovación; innovación abierta; innovación tradicional; modelo; potencial humano Open Innovation Model: Focus on Human Potential AbstractThis article shows the design of an open innovation model that highlights the role of human talent as strategy to boost the sustainable innovation capacity of enterprises in developing countries. For the design of the model a review of the main articles published in the ISI, Scopus and Science Direct databases on the practice on open innovation was done. The literature review indicates that there are differences in the characteristics of companies from developed countries compared to companies from developing countries and that these practices affect the practice of open innovation. The proposed model indicates that the success of open innovation in enterprises is based on the interaction of the following key factors: human potential (axis of the model), organizational culture, strategy, organizational structure, use of information and communication technologies and the specific tools for this type of innovation.

Technological competitiveness and emerging technologies are more necessary in the organizational strategy to cope with industrial advances and improve the nation's economy. In this sense, technological innovation, computational developments, smart devices, and other technologies are shaping the new industrial revolutions. Therefore, the technological competitiveness and emerging technologies of industry 4.0 and industry 5.0 are holistically analyzed to identify the key elements of developed economies and emerging economies. For this, we used a bibliometric analysis with Biblioshiny, a systematic review of the literature and a content analysis. The results in terms of technological competitiveness in developed economies show the importance of the competences and engineering skills in the personnel approach; R+D+i and the supply chain in the organizational approach; and the use of emerging technologies such as the internet of things and big data. The comparison with emerging economies indicates the importance of key elements such as training and education, and skills in the personnel approach; sustainability and structure in the organizational approach; and emerging technologies such as the internet of things and digitalization.

ResumenEste artículo presenta un modelo para el análisis de la gestión del conocimiento en la cadena productiva de lácteos en Colombia. Se evaluaron elementos facilitadores, el proceso de creación y almacenamiento del conocimiento, y la competitividad en 349 empresas. Se utilizó un instrumento de medición con una escala Likert con puntuaciones de 1 a 5. El modelo muestra que el concepto de cadena productiva es algo más que un eslabonamiento entre los actores del sector productivo, el estado y la academia. Para una adecuada gestión del conocimiento es necesario tener claridad sobre los facilitadores y la funcionalidad del proceso de gestión del conocimiento como estrategia para mejorar la competitividad de la cadena. El modelo contribuye a generar análisis más profundos en el área de gestión del conocimiento. También apoya la toma de decisiones en la cadena láctea colombiana y puede servir de referente para otros sectores con similares condiciones. Palabras clave: gestión del conocimiento; modelo; cadena productiva; cadena láctea colombiana; competitividad Knowledge Management in Production Chains. The Case of the Dairy Chain in Colombia AbstractThis paper presents a model for analyzing knowledge management in the dairy productive chain in Colombia. Enabling elements, the process of creating and storing knowledge and competitiveness in 349 companies , were evaluated. This was done by using a measuring instrument with a Likert scale with scores from 1 to 5. The model shows that the concept of productive chain is more than a linking between the actors of the productive sector, the state and academia. To ensure effective management of knowledge it is necessary to be clear about the enabling elements and the functionality of the process of knowledge management as a strategy to enhance the competitiveness of the chain. The model contributes to generate deeper analysis in the area of knowledge management. It also supports decision making in the colombian dairy chain and can serve as a model for other sectors with similar conditions.