Design/methodology: To prove empirically these hypotheses, we administered a questionnaire to a sample of 474 SMEs in Colombia regarding the adoption of ICT and independent variables identified in the literature. Then, we conducted a series of multiple regression models using the data we obtained. Findings:We developed a model that identifies a positive relation between new business opportunities that ICT offer and their adoption level. Likewise, this research identified that a lack of confidence in ICT's security and privacy, a perception of ICT cost-benefit unbalance have a negative impact on the implementation of these technologies. Research limitations/implications:This study has limitations that are inherent to crosssectional research. These restrict the possibility of conducting dynamic analysis between independent and dependent variables. Likewise, the generalization of results is circumscribed to a geographical context and the type of enterprises surveyed.-666- Versión en españolIntangible Capital -http://dx.doi.org/10.3926/ic.726 Practical implications:The results of this research provide valuable contributions to decisionmaking by SMEs' directors and to public policies that foster the implementation of ICT in SMEs based on an analysis of benefits and barriers found in this study. Originality/value:In view of a lack of empirical work that analyzes the implementation of technology in enterprises in emerging countries, this study provides a valuable contribution to the creation of knowledge when attempting to explain the implementation of ICT using a representative sample of SMEs in Colombia identifying the quantitative form of the impact of the benefits and barriers of these technologies.

PurposeThis study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.Design/methodology/approachFrom a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).FindingsThe results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.Practical implicationsDirectors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.Originality/valueThis work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.

En este artículo se hace una revisión de varios modelos teóricos que han buscado caracterizar a la organización que aprende. A partir de ellos, se han identifi- cado coincidencias significativas en atributos como la existencia de una visión compar- tida, el liderazgo facilitador del aprendizaje, la apertura mental y la experimentación, el pensamiento sistémico, el trabajo en equipo y la comunicación y la integración del conocimiento. Se plantean algunos factores organizativos claves para el desarrollo de estos atributos.

Purpose: The purpose of this paper is to analyze the role of transformational leadership and its relationship with organizational climate, job satisfaction and work team performance. Design/Methodology/Approach: An empirical study was conducted with questionnaires applied to a sample of 185 leaders and work team collaborators from Colombian companies belonging to the construction sector. The hypotheses were tested using Structural Equation Modeling (SEM). Findings: The results showed that transformational leadership positively influences job satisfaction and organizational climate in work teams. It was also found that job satisfaction has a positive influence on organizational climate, and that both constructs positively influence teamwork performance. Practical Implications: This study analyzes the strategic role transformational leadership plays in organizational results stemming from work teams, to the extent that such leadership style promotes a positive organizational climate and high employee satisfaction levels. Organizations could enhance their performance through practices that promote this leadership style in their managers. Originality/Value: This research expands the literature on transformational leadership by presenting empirical evidences on the relationship between this leadership style, organizational climate, job satisfaction, and team performance in the particular context of an emerging economy such as Colombia.

PurposeThe purpose of this study is to analyse the factors influencing intention to adopt 3D design digital technologies (3DDTs) by Colombian firms.Design/methodology/approachA conceptual framework was developed using technology-organization-environment (TOE) and technology acceptance model (TAM) theoretical frameworks. From a sample of 138 firms, a structural equation model was analysed with partial least squares (SEM-PLS).FindingsThe study identified that perceived usefulness in the technological dimension; technological competence and top management support in the organizational dimension; and competitive pressures in the environmental dimension, are variables affecting intention to adopt 3DDT. The effects of the mediating variables with respect to intention to adopt the technology are also analysed, such as perceived usefulness on the effect of ease of use; top management support on the effect of technological competence and financial readiness; and competitive pressures on the effect of stakeholder pressure. The model explained 71.1% of the 3DDT intention to adopt.Practical implicationsThe model can be used as a guideline to ensure a positive outcome of the 3DDT adoption in organizations. The results could be useful to understand a technological adoption process for digital transformation.Originality/valueThe proposed model integrates some contributions from the TAM and TOE theories and identifies some novel mediating effects that improve its predictive and explanatory power. Furthermore, this is a pioneering study in empirical research on 3DDT in the context of a developing country, specifically in Colombia. The findings from this study provide a foundation for other studies, as well as constructive insights for digital transformation, due to its infancy in an emerging economy.

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El objetivo de este trabajo es analizar la relación existente entre las estrategias competitivas de ventaja en costos, diferenciación de producto y estrategia hibrida con tres tipos de aprendizaje organizativo: explotación, exploración y ambidestreza. Para ello se aplicó un cuestionario a una muestra de 313 directivos de empresas colombianas, se utilizó la metodología de análisis factorial confirmatorio para validar las escalas y análisis de regresión múltiple para contrastar las hipótesis. Se comprobó que existe una relación positiva entre la estrategia de ventaja en costos con el aprendizaje de explotación, la estrategia de diferenciación de producto con el aprendizaje de exploración y la estrategia híbrida con el aprendizaje ambidiestro. Se concluye que cada tipo de estrategia competitiva se ajusta de forma particular con cada tipo de aprendizaje organizativo.

Este estudio buscó analizar el efecto mediador del capital social en la relación entre el liderazgo compartido en los equipos directivos de empresas colombianas y el desempeño organizacional. Se utilizó una metodología de modelos de ecuaciones estructurales con mínimos cuadrados parciales, a partir de una encuesta aplicada a 113 integrantes de equipos directivos de empresas colombianas. Se identificó que el liderazgo compartido del equipo directivo tiene un efecto positivo sobre el desempeño organizacional y el capital social ejerce una mediación total en esta relación. Los hallazgos permiten resaltar la importancia de compartir las responsabilidades del liderazgo para fomentar el capital social en las organizaciones y de esta forma alcanzar los objetivos organizacionales con un mejor desempeño.