Elementos macroeconómicos y microeconómicos que afectan el ambiente empresarial competitivo en Cochabamba, Bolivia.
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Investigación y Negocios
Abstract
Este artículo presenta los elementos macroeconómicos y microeconómicos que afectan el entorno empresarial de Cochabamba Bolivia, desde una perspectiva de los profesores de la Carrera de Ingeniería Comercial de la Escuela Militar de Ingeniería. Se aplicó la metodología utilizada por Porter, Rivkin y Kanter, en la encuesta anual de competitividad de Estados Unidos (2012). Los resultados reflejan condiciones desfavorables para un ambiente empresarial competitivo; siendo las áreas más débiles las de instituciones y seguridad, con expectativas negativas para los próximos años; y las áreas más fuertes las de capital humano y competencia, con expectativas positivas en los siguientes años.
This article presents the macroeconomic and microeconomic elements that affect the business environment of Cochabamba Bolivia, from the perspective of the professors of the Commercial Engineering Career of the Military School of Engineering. The methodology used by Porter, Rivkin and Kanter was applied in the annual United States competitiveness survey (2012). The results reflect unfavorable conditions for a competitive business environment; the weakest areas being those of institutions and security, with negative expectations for the coming years; and the strongest areas are human capital and competence, with positive expectations in the following years.
This article presents the macroeconomic and microeconomic elements that affect the business environment of Cochabamba Bolivia, from the perspective of the professors of the Commercial Engineering Career of the Military School of Engineering. The methodology used by Porter, Rivkin and Kanter was applied in the annual United States competitiveness survey (2012). The results reflect unfavorable conditions for a competitive business environment; the weakest areas being those of institutions and security, with negative expectations for the coming years; and the strongest areas are human capital and competence, with positive expectations in the following years.
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Vol. 18, No. 31