MAESTRÍA EN SISTEMAS DE MANUFACTURA

NOMBRE: LUIS ALFREDO NARANJO TIPÁN

ASIGNATURA: SEMINARIO DE TESIS II

NIVEL: CUARTO

DOCENTE: JOSE LUIS PAZ

FECHA: 31-03-2020
TEMA: Utilización del software gestor de bibliografías útil para almacenar y organizar
documentos de información científica Mendeley
1. Escoger un artículo de las bases digitales accesibles a través de la pagina de la
Universidad Central del Ecuador.

Utilizando el buscador https://www.sciencedirect.com/, y la matriz “ECUACIÓN DE BUSQUEDA”

se estableció las siguientes condiciones:

Figura 1. Matriz ecuación de busqueda

El artículo seleccionado lleva como título “Data-driven analytics for benchmarking and
optimizing the performance of automotive dealerships” y utlilizando la página web:
https://sci-hub.tw/ se tuvo acceso al artículo científico.

Figura 2. Articulo científico

2. Descargar los artículos citados en la introducción:

Figura 3. Artículos descargados

Posteriormente a la descarga se exportó los documentos al Mendeley online y finalmente se
sincronizó con Mendeley Desktop.

Figura 4. Mendeley desktop, exportación de artículos

3. Elaborar tres replicas, con las citas empleando Mendeley en tres formatos (IEEE,
Science, APHA)

CITA: IEEE
As the competition within markets increases, the challenges facing organizations not only
involve the design of competitive strategies but also the rapid and effective implementation
of them. Strategic management has increasingly been recognized as a vehicle for enhancing
such capabilities; however, strategic management is a comparatively young discipline.
Numerous studies have provided analytical frameworks, and there is considerable debate as
to which approach managers should adopt in devising their strategies. [1]
The “planned approach” places emphasis on a longterm, highly systematic and deterministic
process of strategic planning and aims at achieving the best “fit” between the organization
and its environment. However, business environments may change chaotically, and such an
overly prescriptive approach based on incomplete information may result in flawed decision
making. [2]
Benchmarking is a tool for improving performance. ECU defines benchmarking as a
continuous and systematic process of comparing products, services, processes and outcomes
with other organisations or exemplars, for the purpose of improving outcomes by identifying,
adapting and implementing best practice approaches. [3]
In order to be successful and to ensure positive outcomes for all partners, benchmarking must
be approached with some insight into the potential pitfalls and problems that may arise.
Potential challenges include the need to ensure agreed outcomes for all partners and
selecting an appropriate partner. [4]
Big data and their emerging technologies including big data analytics have been not only
making fundamental changes in the way the business operates but also making data analytics
and business analytics more opportunities for academicians and enterprise Chief Executive
Officers (CEOs).[5]
Data analysis is defined as “the application of tools and techniques to organize, study, reach
conclusions, and sometimes make predictions about a special collection of data/
information/knowledge”[6]
Benchmarking is the process of understanding what is important for your organisation’s
success, understanding your own processes, finding and learning from others whose
processes are better than yours, then adapting that learning to improve your performance.
Benchmarking is far more than copying. It requires deep self-assessment and the ability to
translate practices that work in another context into a process appropriate to your own
organization. [7]
Due to its reliance on hard data and research methodology, benchmarhing is especially suited
for institutions of higher education in which these types of studies are very familiar to faculty
and administrators. Practitioners at colleges and universities have found that benchmarhing
helps overcome resistance to change, provides a structure for external evaluation, and
creates new networks of communication between schools where valuable information and
experiences can be shared. [8]
These objections have already been addressed to some degree. Generic benchmarking
focuses on organisations outside one's direct industry, and in this way can provide us with a
more innovative and less industry-specific framework for change. The adaptive nature of
benchmarking means that the recommendations arising from a benchmarking exercise must
be attentive to the future, while the requirement that benchmarking be an ongoing process
allows for recognition of, and response to, ongoing developments. Nevertheless, the
objections mentioned here may apply in some contexts, and it is certainly worth being aware
of them. [9]
Over the last ten years, managing customer experience has become a leading initiative for
many companies due to the emergence of a host of enabling technologies. But customer
experience as it is known today really began with the creation of automated call routing
technology for call centers in the early 1970s. [10]
BIBLIOGRAFÍA
[1] H. L. Chen, “A competence-based strategic management model factoring in key
success factors and benchmarking,” Benchmarking, vol. 12, no. 4, pp. 364–382, 2005,
doi: 10.1108/14635770510609033.
[2] R. G. F. Braz, L. F. Scavarda, and R. A. Martins, “Reviewing and improving performance
measurement systems: An action research,” Int. J. Prod. Econ., vol. 133, no. 2, pp.
751–760, Oct. 2011, doi: 10.1016/J.IJPE.2011.06.003.
[3] R. Scott, “Benchmarking: A Literature Review.”
[4] W. Yu and R. Ramanathan, “An assessment of operational efficiency of retail firms in
China,” J. Retail. Consum. Serv., vol. 16, no. 2, pp. 109–122, Mar. 2009, doi:
10.1016/J.JRETCONSER.2008.11.009.
[5] Z. Sun, K. Strang, and S. Firmin, “Business analytics-based enterprise information
systems,” J. Comput. Inf. Syst., vol. 57, no. 2, pp. 169–178, 2017, doi:
10.1080/08874417.2016.1183977.
[6] H. Almohri, R. B. Chinnam, and M. Colosimo, “Data-driven analytics for benchmarking
and optimizing the performance of automotive dealerships,” Int. J. Prod. Econ., vol.
213, pp. 69–80, Jul. 2019, doi: 10.1016/J.IJPE.2019.03.004.
[7] P. Meade and University of Otago., A guide to benchmarking. University of Otago,
1998.
[8] M. J. P and S. Clive, “En route to a theory of benchmarking,” Benchmarking An Int. J.,
vol. 16, no. 4, pp. 484–503, Jan. 2009, doi: 10.1108/14635770910972423.
[9] W. A. Kamakura, T. Lenartowicz, and B. T. Ratchfrord, “Productivity assessment of
multiple retail outlets,” J. Retail., vol. 72, no. 4, pp. 333–356, 1996, doi:
10.1016/S0022-4359(96)90018-4.
[10] D. Nash, D. Armstrong, and M. Robertson, “JOURNAL OF INTEGRATED MARKETING
COMMUNICATIONS Customer Experience 2.0: How Data, Technology, and Advanced
Analytics are Taking an Integrated, Seamless Customer Experience to the Next
Frontier.”
CITA: SCIENCE
As the competition within markets increases, the challenges facing organizations not only
involve the design of competitive strategies but also the rapid and effective implementation
of them. Strategic management has increasingly been recognized as a vehicle for enhancing
such capabilities; however, strategic management is a comparatively young discipline.
Numerous studies have provided analytical frameworks, and there is considerable debate as
to which approach managers should adopt in devising their strategies. (Chen 2005)
The “planned approach” places emphasis on a longterm, highly systematic and deterministic
process of strategic planning and aims at achieving the best “fit” between the organization
and its environment. However, business environments may change chaotically, and such an
overly prescriptive approach based on incomplete information may result in flawed decision
making. (Braz, Scavarda, and Martins 2011)
Benchmarking is a tool for improving performance. ECU defines benchmarking as a
continuous and systematic process of comparing products, services, processes and outcomes
with other organisations or exemplars, for the purpose of improving outcomes by identifying,
adapting and implementing best practice approaches. (Scott n.d.)
In order to be successful and to ensure positive outcomes for all partners, benchmarking must
be approached with some insight into the potential pitfalls and problems that may arise.
Potential challenges include the need to ensure agreed outcomes for all partners and
selecting an appropriate partner. (Yu and Ramanathan 2009)
Big data and their emerging technologies including big data analytics have been not only
making fundamental changes in the way the business operates but also making data analytics
and business analytics more opportunities for academicians and enterprise Chief Executive
Officers (CEOs).(Sun, Strang, and Firmin 2017)
Data analysis is defined as “the application of tools and techniques to organize, study, reach
conclusions, and sometimes make predictions about a special collection of data/
information/knowledge”(Almohri, Chinnam, and Colosimo 2019)
Benchmarking is the process of understanding what is important for your organisation’s
success, understanding your own processes, finding and learning from others whose
processes are better than yours, then adapting that learning to improve your performance.
Benchmarking is far more than copying. It requires deep self-assessment and the ability to
translate practices that work in another context into a process appropriate to your own
organization. (Meade and University of Otago. 1998)
Due to its reliance on hard data and research methodology, benchmarhing is especially suited
for institutions of higher education in which these types of studies are very familiar to faculty
and administrators. Practitioners at colleges and universities have found that benchmarhing
helps overcome resistance to change, provides a structure for external evaluation, and
creates new networks of communication between schools where valuable information and
experiences can be shared. (P and Clive 2009)
These objections have already been addressed to some degree. Generic benchmarking
focuses on organisations outside one's direct industry, and in this way can provide us with a
more innovative and less industry-specific framework for change. The adaptive nature of
benchmarking means that the recommendations arising from a benchmarking exercise must
be attentive to the future, while the requirement that benchmarking be an ongoing process
allows for recognition of, and response to, ongoing developments. Nevertheless, the
objections mentioned here may apply in some contexts, and it is certainly worth being aware
of them. (Kamakura, Lenartowicz, and Ratchfrord 1996)
Over the last ten years, managing customer experience has become a leading initiative for
many companies due to the emergence of a host of enabling technologies. But customer
experience as it is known today really began with the creation of automated call routing
technology for call centers in the early 1970s. (Nash, Armstrong, and Robertson n.d.)
BIBLIOGRAFÍA
Almohri, Haidar, Ratna Babu Chinnam, and Mark Colosimo. 2019. “Data-Driven Analytics for
Benchmarking and Optimizing the Performance of Automotive Dealerships.”
International Journal of Production Economics 213: 69–80.
https://www.sciencedirect.com/science/article/abs/pii/S0925527319300908 (March
29, 2020).
Braz, Renata Gomes Frutuoso, Luiz Felipe Scavarda, and Roberto Antonio Martins. 2011.
“Reviewing and Improving Performance Measurement Systems: An Action Research.”
International Journal of Production Economics 133(2): 751–60.
https://www.sciencedirect.com/science/article/abs/pii/S0925527311002672 (March
29, 2020).
Chen, Hsiu Li. 2005. “A Competence-Based Strategic Management Model Factoring in Key
Success Factors and Benchmarking.” Benchmarking 12(4): 364–82.
Kamakura, W.A., T. Lenartowicz, and B.T. Ratchfrord. 1996. “Productivity Assessment of
Multiple Retail Outlets.” Journal of Retailing 72(4): 333–56.
Meade, Phil., and University of Otago. 1998. A Guide to Benchmarking. University of Otago.
Nash, Dave, Doug Armstrong, and Michael Robertson. JOURNAL OF INTEGRATED
MARKETING COMMUNICATIONS Customer Experience 2.0: How Data, Technology, and
Advanced Analytics Are Taking an Integrated, Seamless Customer Experience to the
Next Frontier.
P, Moriarty John, and Smallman Clive. 2009. “En Route to a Theory of Benchmarking.”
Benchmarking: An International Journal 16(4): 484–503.
https://doi.org/10.1108/14635770910972423.
Scott, Rowena. Benchmarking: A Literature Review.
https://www.researchgate.net/publication/265076109.
Sun, Zhaohao, Kenneth Strang, and Sally Firmin. 2017. “Business Analytics-Based Enterprise
Information Systems.” Journal of Computer Information Systems 57(2): 169–78.
Yu, Wantao, and Ramakrishnan Ramanathan. 2009. “An Assessment of Operational
Efficiency of Retail Firms in China.” Journal of Retailing and Consumer Services 16(2):
109–22. https://www.sciencedirect.com/science/article/abs/pii/S0969698908000489
(March 29, 2020).
CITA: APHA 6TH EDICIÓN
As the competition within markets increases, the challenges facing organizations not only
involve the design of competitive strategies but also the rapid and effective implementation
of them. Strategic management has increasingly been recognized as a vehicle for enhancing
such capabilities; however, strategic management is a comparatively young discipline.
Numerous studies have provided analytical frameworks, and there is considerable debate as
to which approach managers should adopt in devising their strategies. (Chen 2005)
The “planned approach” places emphasis on a longterm, highly systematic and deterministic
process of strategic planning and aims at achieving the best “fit” between the organization
and its environment. However, business environments may change chaotically, and such an
overly prescriptive approach based on incomplete information may result in flawed decision
making. (Braz, Scavarda, and Martins 2011)
Benchmarking is a tool for improving performance. ECU defines benchmarking as a
continuous and systematic process of comparing products, services, processes and outcomes
with other organisations or exemplars, for the purpose of improving outcomes by identifying,
adapting and implementing best practice approaches. (Scott n.d.)
In order to be successful and to ensure positive outcomes for all partners, benchmarking must
be approached with some insight into the potential pitfalls and problems that may arise.
Potential challenges include the need to ensure agreed outcomes for all partners and
selecting an appropriate partner. (Yu and Ramanathan 2009)
Big data and their emerging technologies including big data analytics have been not only
making fundamental changes in the way the business operates but also making data analytics
and business analytics more opportunities for academicians and enterprise Chief Executive
Officers (CEOs).(Sun, Strang, and Firmin 2017)
Data analysis is defined as “the application of tools and techniques to organize, study, reach
conclusions, and sometimes make predictions about a special collection of data/
information/knowledge”(Almohri, Chinnam, and Colosimo 2019)
Benchmarking is the process of understanding what is important for your organisation’s
success, understanding your own processes, finding and learning from others whose
processes are better than yours, then adapting that learning to improve your performance.
Benchmarking is far more than copying. It requires deep self-assessment and the ability to
translate practices that work in another context into a process appropriate to your own
organization. (Meade and University of Otago. 1998)
Due to its reliance on hard data and research methodology, benchmarhing is especially suited
for institutions of higher education in which these types of studies are very familiar to faculty
and administrators. Practitioners at colleges and universities have found that benchmarhing
helps overcome resistance to change, provides a structure for external evaluation, and
creates new networks of communication between schools where valuable information and
experiences can be shared. (P and Clive 2009)
These objections have already been addressed to some degree. Generic benchmarking
focuses on organisations outside one's direct industry, and in this way can provide us with a
more innovative and less industry-specific framework for change. The adaptive nature of
benchmarking means that the recommendations arising from a benchmarking exercise must
be attentive to the future, while the requirement that benchmarking be an ongoing process
allows for recognition of, and response to, ongoing developments. Nevertheless, the
objections mentioned here may apply in some contexts, and it is certainly worth being aware
of them. (Kamakura, Lenartowicz, and Ratchfrord 1996)
Over the last ten years, managing customer experience has become a leading initiative for
many companies due to the emergence of a host of enabling technologies. But customer
experience as it is known today really began with the creation of automated call routing
technology for call centers in the early 1970s. (Nash, Armstrong, and Robertson n.d.)
BIBLIOGRAFÍA
Almohri, Haidar, Ratna Babu Chinnam, and Mark Colosimo. 2019. “Data-Driven Analytics for
Benchmarking and Optimizing the Performance of Automotive Dealerships.”
International Journal of Production Economics 213:69–80.
Braz, Renata Gomes Frutuoso, Luiz Felipe Scavarda, and Roberto Antonio Martins. 2011.
“Reviewing and Improving Performance Measurement Systems: An Action Research.”
International Journal of Production Economics 133(2):751–60.
Chen, Hsiu Li. 2005. “A Competence-Based Strategic Management Model Factoring in Key
Success Factors and Benchmarking.” Benchmarking 12(4):364–82.
Kamakura, W. A., T. Lenartowicz, and B. T. Ratchfrord. 1996. “Productivity Assessment of
Multiple Retail Outlets.” Journal of Retailing 72(4):333–56.
Meade, Phil., and University of Otago. 1998. A Guide to Benchmarking. University of Otago.
Nash, Dave, Doug Armstrong, and Michael Robertson. n.d. JOURNAL OF INTEGRATED
MARKETING COMMUNICATIONS Customer Experience 2.0: How Data, Technology, and
Advanced Analytics Are Taking an Integrated, Seamless Customer Experience to the
Next Frontier.
P, Moriarty John, and Smallman Clive. 2009. “En Route to a Theory of Benchmarking.”
Benchmarking: An International Journal 16(4):484–503.
Scott, Rowena. n.d. Benchmarking: A Literature Review.
Sun, Zhaohao, Kenneth Strang, and Sally Firmin. 2017. “Business Analytics-Based Enterprise
Information Systems.” Journal of Computer Information Systems 57(2):169–78.
Yu, Wantao, and Ramakrishnan Ramanathan. 2009. “An Assessment of Operational
Efficiency of Retail Firms in China.” Journal of Retailing and Consumer Services
16(2):109–22.
4. Crear dos carpetas y dos subcarpetas en Mendeley y adicionar al menos un artículo
en cada subcarpeta.

En Mendeley online, se crea las dos

carpetas solicitadas en el deber, a las
cuales se las titulo con los nombres
“INVESTIGACIÓN MSM UCE” y “SDT-II
MSM UCE” respectivamente.

Se realiza este procedimiento en

Mendeley Online ya que si se realiza en
la aplicación Desktop se queda
únicamente guardada en el equipo que
se está trabajando y no se puede
sincronizar con la versión online esto
es un limitante ya que si deseamos
visualizar esta información en
cualquier lugar y en cualquier equipo
se debe recomienda usar la versión
online y posteriormente sincronizar
con la aplicación desktop.
Figura 5. Creación de carpetas en Mendeley

Luego, se añadió dos subcarpetas en

INVESTIGACIÓN MSM UCE, tituladas
“ARTICULO A” Y “ARTÍCULO B”
respectivamente.

Y finamente en la carpeta SDT-II MSM

UCE, se agregó las dos subcarpetas
tituladas “ARTÍCULOS 1” Y “ARTÍCULOS
2” respectivamente.

Figura 6. Creación de subcarpetas

Figura 7. Artículos descargados en la subcarpeta “ARTICULO A”

Figura 8. Artículos descargados en la subcarpeta “ARTICULO B”

 Figura 9. Artículos descargados en la subcarpeta “ARTICULOS 1”

Figura 10. Artículos descargados en la subcarpeta “ARTICULOS 2”

En las figuras 7, 8, 9 y 10 se puede observar los artículos descargados en cada subcarpeta

respectivamente en las cuales como paso inicial se realizó la búsqueda en Scopus y luego se exportó
los artículos al Mendeley online al utilizar Mendeley Web Importer que es un complemento del
navegador Google Chrome.
 5. Elaborar un documento y explicar las funcionalidades de cada una de las
herramientas abordadas en clase, explicar a profundidad en el manuscrito.

Las herramientas revisadas en clase son las siguientes:

• Scopus
• Research Gate
• Google Académico
• Mendeley
• Orcid

SCOPUS

Scopus, propiedad de Elsevier. Scopus es una de las bases de datos de información académica
más importante a nivel mundial. Desde su lanzamiento en 2004, Scopus apostó por una
estrategia diferenciadora respecto a su competidora más directa, la Web of Science de
Clarivate Analytics.
En la actualidad, Scopus indexa el contenido de más de 5.000 editoriales que son responsables
de la publicación de más de 22.000 revistas y 150.000 libros, datos obtenidos de la pagina
oficial de Scopus.
Scopus es, por tanto, una enorme base de datos multidisciplinar que ofrece una interfaz
amigable para la localización de información bibliográfica. La consulta en Scopus permite a
los investigadores:

• Conocer qué se ha publicado sobre una temática determinada

• Realizar un seguimiento de la investigación de una institución, de un país o de un área
de conocimiento,
• Establecer alertas de publicaciones sobre temas de interés, etc., y
• Consultar perfiles de autor con las métricas obtenidas por las publicaciones indexadas
en esta base de datos. Los perfiles de autor en Scopus incluyen el identificador ORCID
y, además, ofrecen métricas como el índice h, citas totales, número de coautores, etc.
Asimismo, Scopus ofrece una serie de herramientas para comparar distintas revistas, con
métricas que pueden ayudar a la elección de la más apropiada para publicar los resultados de
la actividad investigadora. Entre estas métricas se encuentran CiteScore, Scimago Journal
Rank y Source Normalize Impact per Paper.
RESEARCH GATE

ResearchGate es una red social académica para científicos e investigadores de cualquier

rama de la ciencia. Ofrece la posibilidad de dar a conocer publicaciones, formular preguntas,
compartir experiencias, así como también responder a ofertas de empleo.
Fue creada en 2008, entre otros, por el virólogo Ijan Madisch, quien explicó: “estaba en la
Universidad de Harvard, EEUU, y noté que los científicos hacían muchos experimentos e
investigaciones, pero les era difícil encontrar alguien que los ayude a solucionar problemas
específicos”. La red social creció de tal manera que Madisch dejó su carrera de virólogo para
dedicarse tiempo completo a ResearchGate.
Permite: Compartir sus publicaciones y ganar visibilidad. Conectar y colaborar con otros
investigadores. Obtener estadísticas y métricas sobre su perfil y publicaciones. Resolver
cuestiones en forma colaborativa.
Y se usa para aumentar la visibilidad de sus publicaciones. Como repositorio personal.
Colaborar y obtener ayuda de colegas.

GOOOGLE ACADÉMICO

Herramienta indispensable para estudiantes y profesionales, el Google Académico es un gran

aliado para las búsquedas especializadas en diversas áreas de estudio. Fue lanzado en el 2006
en su versión en español, que cuenta con diversidad de fuentes académicas de todo el mundo.
En este buscador se puede encontrar desde libros hasta una gran lista de tesis y artículos
cientificos a nivel global. Por otro lado, el sistema de búsqueda es diferente al de Google y
permite encontrar los textos más adecuados a la búsqueda. Los resultados son ordenados por
relevancia y el sistema trabaja en base a algoritmos que registran la totalidad del texto en la
web, el autor, el año y lugar de publicación del documento.
Esto significa que, si se busca una fuente con una frase, será más fácil encontrarla en el Google
Académico que en Google general, también permite a los usuarios subir e indexar el
contenido que deseen. Autores de todo el mundo suben sus obras de manera gratuita a las
diferentes secciones del buscador y las comparten en la web. "Es así como Google anima
desde su página no solo a los editores sino también a los bibliotecarios a formar parte de este
proyecto ayudando a ampliar los catálogos y por ende la divulgación del material. Quizás, una
de las mejores opciones de cooperación que ha desarrollado Google en los últimos tiempos,
olvidándose un poco del negocio en sí mismo y poniendo por delante y antes que nada la
satisfacción y el alcance del material a distintos usuarios que de otra manera no podrían
acceder"
MENDELEY

Mendeley es un gestor bibliográfico social que combina una versión web con una versión de
escritorio. Además, incorpora funcionalidades de la Web 2.0 que permiten compartir las
referencias bibliográficas con contactos y navegar por los contenidos subidos por otros
usuarios.

Mendeley dispone de una versión gratuita y otras versiones de pago con mayores
funcionalidades.
Entre las características de Mendeley destacan las siguientes:

• Mendeley extrae automáticamente los metadatos y las referencias de los artículos

desde archivos PDF. También recupera información adicional desde Crossref,
PubMed, ArXiv, etc.
• Permite realizar búsquedas a texto completo en la biblioteca de archivos PDF, dispone
de un visor propio de documentos PDF, en el que podemos subrayar el documento y
hacer anotaciones para compartir con colegas.
• Permite sincronizar la base de datos bibliográfica a través de varios ordenadores,
compartir con otros usuarios, administrar online o integrar las referencias en blogs y
sitios web.
• Existe una integración con editores de texto como Microsoft Word. El Plug in
Mendeley es compatible con: Microsoft Word 2013 para Windows y versiones
posteriores. Microsoft Word, versiones 2011 y 2016 (64 bits) para Mac. LibreOffice,
versiones 5.2...
• Captura referencias bibliográficas de sitios web usando la herramienta Web Importer
 para instalar en diferentes navegadores o sincronizándose con Citeulike y Zotero.
• Podemos crear grupos para compartir documentos y etiquetas con colegas
• Es posible ver estadísticas de los documentos, autores y publicaciones, además de las
estadísticas sobre la biblioteca de nuestra cuenta.
• Permite crear un perfil profesional de investigador para compartir las publicaciones,
premios y conferencias.

ORCID

La cuenta ORCID se basa en un código numérico que se asocia al nombre del autor y los
acompaña por sus publicaciones en la web. Es un como una cédula de identidad en línea que
ayuda a homologar la presencia del usuario y mantenerla actualizada y estable. Esto permite,
entre otras cosas, que no haya confusiones entre autores con el mismo nombre o que haya
ambigüedad cuando el autor usa uno o dos de sus nombres o apellidos.
Esta ID puede tomar distintas formas: como un enlace directo, un widget HTML para mostrar
en el sitio web, un código QR para documentos escritos o tarjetas de presentación, y una
copia imprimible de la identidad completa, que sirve como una especie de currículum
académico. Debido a que es un código relativamente simple, incluso es posible memorizado
como el RUT o un número de teléfono importante. De este modo, la identidad presente en
ORCID podrá seguir al usuario en cada publicación o actividad profesional que lo requiera, sin
equivocaciones de identidad o incongruencias en los metadatos.
ORCID (Open Investigador y Colaborador ID) es un internacional, interdisciplinario, abierto y
una organización sin fines de lucro creada para resolver el problema de ambigüedad del
nombre del investigador en beneficio de todos los interesados, incluidas las instituciones de
investigación, las organizaciones de financiación, los editores y los propios investigadores. La
misión central de ORCID es proporcionar un registro de identificadores únicos persistentes
para investigadores y académicos. Trabajar con las partes interesadas para incorporar estos
identificadores en los flujos de trabajo de investigación, incluida la presentación de
manuscritos, respaldará la atribución oportuna y completa al automatizar la vinculación entre
contribuidor e investigación. A su vez, el registro ORCID puede desempeñar un papel
importante en los esfuerzos de apoyo en la comunidad editorial, incluidos los informes de
conflictos de intereses y el reconocimiento del rol del autor.