Management indicators for microenterprises based on the theory of complex adaptive systems
DOI:
https://doi.org/10.62486/agma2025219Keywords:
Microenterprises, Management Indicators, Complex Adaptive Systems, CompetitivenessAbstract
Introduction: Microenterprises constitute the foundation of the business fabric in emerging contexts, contributing to employment and economic growth; however, they face limitations in financing, management, and competitiveness that affect their sustainability. Objective: To determine the influence of interactions with customers, suppliers, competitors, and regulators on the achievement of management objectives in microenterprises. Method: An applied, quantitative, non-experimental, and cross-sectional study was conducted. The sample consisted of 153 microenterprises probabilistically selected from a population of 251 affiliated with the San Martín Chamber of Commerce. A questionnaire with 30 indicators distributed across five constructs was applied, with reliability verified through Cronbach’s Alpha and McDonald’s Omega. The model was evaluated using structural equation modeling with the WLSMV estimator. Results: The model showed adequate fit indices (χ²/df = 1,07; RMSEA = 0,019; CFI = 0,992). Only interactions with customers had a significant influence on management objectives (p = 0,001), while suppliers, competitors, and regulators showed no significant effects (p > 0,05). Conclusions: Customer-centered management is the main determinant of microenterprise success. The proposed framework provides practical tools to strengthen competitiveness and sustainability.
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