Universidades corporativas: nuevos desafios, nuevas oportunidades

  • Camelia Ilie-Cardoza INCAE Business School
  • Guillermo Cardoza Bulla INCAE Business School
  • Jaume Hugas Sabater ESADE Business School
Palabras clave: Universidades Corporativas, Desarrollo de Talento, Formación y Desarrollo en Multinacionales

Resumen

Las universidades corporativas (UCs) han sido una herramienta estratégica para el desarrollo del talento en las compañías multinacionales en la última década, cuando éstas crecieron globalmente, especialmente mediante procesos de fusiones y adquisiciones (ESADE, 2008, 2009, 2010). En el presente artículo, con base en la revisión de la literatura así como en la experiencia real de diseño de portafolio de programas e impartición de formación para UCs, los autores resumen los aspectos más importantes del rol estratégico de una UC, su estructura organizativa, su modelo de aprendizaje, su operación e indicadores de evaluación.

Biografía del autor/a

Camelia Ilie-Cardoza, INCAE Business School
Decana, Educacion Ejecutiva, Profesora Asociada
Guillermo Cardoza Bulla, INCAE Business School

Director Académico, Custom Programs, Profesor
Titular

Jaume Hugas Sabater, ESADE Business School
Profesor Titular

Citas

ADLER, G. y otros (2005), “3-dimensional Learning”. En P. Strebel, y T. Keys (eds.), Mastering Executive Education: How to combine content with context and emotion—the IMD Guide (pp. 68-83) Harlow, UK:Pearson Education Limited.

BLACKLER, F. y KENNEDY, A. (2004), “The design and evaluation of a leadership program for experienced chief executives from the public sector”, Management Learning, vol. 35, núm 2, 181-203.

BOBER, C. F. y BARTLETT, K. R. (2004), “The utilization of training program evaluation in corporate universities”, Human Resource Development Quarterly, vol. 15, 363–383.

BOLT, J. F. y CONSOLVER, G. A. (2005), “Creating Strategic Unity through Executive Development”. En J.F. Bolt, (ed.), The Future of Executive Development, (pp.150-158). San Francisco: Executive Development Associates, Inc.

CONGER, J. y XIN, K. (2000), “Executive education in the 21st century”,

Journal of Management Education, vol. 24, 73-101.

CORPORATE UNIVERSITY XCHANGE (2007), Leadership 2012: Research Report, http://www.corpu.com/leadership/leadership2012/

CULLEN, J. y TURNBULL, S. (2005), “A meta-review of the management development literature”, Human Resource Development Review, vol. 4, núm 3, 335-355.

DAY, D. V. (2000), “Leadership development: A review in context”, The Leadership Quarterly, vol. 11, núm. 4, 581-613.

DE VRIES, K. M. y KOROTOV, K. (2007), “Creating transformational Executive Education programs”, Academy of Management Learning & Education, vol. 6, núm. 3, 375-387.

DISTEFANO, J. y otros (2005), “Session scripting”. En P. Strebel. y T. Keys (eds.), Mastering Executive Education: How to combine content with context and emotion—the IMD Guide (pp. 42-54)., Harlow, UK: Pearson Education.

DUKE CORPORATE EDUCATION (2010), “Learning and Development in 2011: A Focus on the future”, Duke Corporate Education. http://www. dukece.com/news-media/news-and stories/documents/MultiClientStudyWeb. pdf .

ESADE (2008, 2009, 2010, 2011), Corporate University Forum conclusions, Documentos de trabajo, Madrid: ESADE Business School.

ESADE (2010), Custom Programs data base, Documento de trabajo Madrid: ESADE Business School.

HERNDON, S. L. (2001), Using focus group interviews for preliminary investigation. Qualitative research: Applications in organizational life, Cresskill, NJ.: Hampton Press.

HOLTON III, E. F. (1996), “The flawed 4-level evaluation model”, Human Resource Development Quarterly, vol. 7, 5-21.

HUGHES, G. D. (2006), “How business education must change”, MIT Sloan Management Review, vol. 47, núm. 3, 88.

ILIE, C. (2009), El impacto de los programas de desarrollo directivo en la estrategia empresarial. Tesis doctoral en la Universidad Pontificia Comillas-ICADE.

Madrid https://www.educacion.es/teseo/mostrarSeleccion.do ILIE, C. (2010), El ADN de la formación para directivos, Madrid: LID Editorial. INTERNATIONAL UNIVERSITY CONSORTIUM FOR EXECUTIVE EDUCATION, UNICON (2005), Executive Education: Evaluating the return on investment. Bringing the client voice into the debate, Study by Ashridge for Unicon, www.uniconexed.org

KAHWAJY, J. y otros (2005), “Emotional Highs”. En P. Strebel y T. Keys, (eds.), Mastering Executive Education: How to combine content with context and emotion— the IMD Guide (pp.13-20), Harlow, UK: Pearson Education Limited.

KIRKPATRICK, D. (1994), Evaluating training programs, San Francisco. CA: Berrett-Koehler Publishers. KIRKPATRICK, D. (2006), “Training and performance appraisal—are they related?”, T + D, vol. 1, núm. septiembre, 44-45.

KOLB, D. A. (1984), Experiential learning: Experience as a source of learning and development, Englewood Cliffs, NJ.: Prentice-Hall Inc. LUI ABEL, A y LI, J (2012), “Exploring the corporate university phenomenon: Development and implementation of a comprehensive survey”, Human Resource Development Quarterly, vol. 23, núm. 1, 103-126.

MAZZA, C. (2004), “Rethinking management education for the 21st century”, Management Learning, vol. 35, núm. 3, 349-352.

MEISTER, J. C. (1998), Corporate Universities: Lessons in Building a worldclass work force, 2ª ed., New York: McGraw-Hill.

MOORE, T. E. (1997), “The Corporate University: Transforming Management Education”, Accounting Horizons, vol. 11, núm. 1, 77-85. PHILLIPS, J. (1996), “ROI: The search for best practices”, Training & Development, vol. 50 núm. 2, 42-47.

PRINCE, C. H. y STEWART, J. (2002), “Corporate universities—an analytical framework”, Journal of Management Development, vol. 21, núm. 10, 794-811.

RADEMAKERS, M. (2005), “Corporate universities: driving force of knowledge innovation”, Journal of Workplace Learning, vol. 17 núm. 1/2,

FRESINA, A. (1997), “The three prototypes of Corporate Universities”, Corporate Universities Review, January/February, 34-38.

ROWDEN, W. R. (2005), “Exploring methods to evaluate the return-on-investment from training”, Business Forum, vol. 27, núm. 1, 31-36.

STREBEL, P. y KEYS, T. (2005), “High impact Learning”. En P. Strebel y T Keys (eds.), Mastering Executive Education: How to combine content with context and emotion—the IMD Guide (pp. 1-8) Harlow, UK: Pearson Education Limited.

VANTHOURNOUT, D. y otros (2006), Return on learning. Training for High Performance at Accenture, Chicago: Agate Publishing.

WINFREY, E. C. (1999), “Kirkpatrick’s Four Levels of Evaluation”, en B. Hoffman (Ed.), Encyclopedia of Educational Technology, www.coe.sdsu.edu/EET

Publicado
2014-12-01
Cómo citar
Ilie-Cardoza, C., Cardoza Bulla, G., & Hugas Sabater, J. (2014). Universidades corporativas: nuevos desafios, nuevas oportunidades. Icade. Revista De La Facultad De Derecho, (93), 71-83. https://doi.org/10.14422/icade.i93.y2014.003