Small and medium-sized enterprises (SMEs) have to face the time post COVID-19. The pandemic impacted the SMEs with great force worsening the well-known situation of lack of resources and its tendency to disappear in the very early years of existence. This systemic crisis jeopardizes SMEs in many ways and it is necessary to find ways to emerge and survive from this crisis. This manuscript conducts a literature study on more than 100 manuscripts that present recommendations from McKinsey & Company for SMEs to face post-pandemic time. Through the application of the entropy-weight coefficient method this paper finds priorities from Ecuadorian SMEs out of essential elements proposed at the literature review, to introducing at the managing process to face post COVID-19 era.

Previous works have demonstrated the possibilities to influence the innovation process in organizations. Although the presented initiatives have their merits, they suffer from a lack of integrated perspective. They are focused on the evaluation of the link between the innovation process and only one of the subsystems of the administration, without considering the implications of the other subsystems. The aim of this article is to define a model of structural equations that summarizes the impact of the variables related to innovation management in organizations. This article first presents the identified variables according to the analyzed literature and then shows which variables were selected by consulting experts on the field. To measure the selected variables some questionnaires were elaborated. The questionnaires were applied in 111 entities of different production sectors. A confirmatory factorial analysis was developed with the obtained measures. Thanks to this analysis, it was possible to verify the incidence of the evaluated variables in the innovation management, allowing the elaboration of the model. The proposed model shows the link between the different variables that contribute to the innovation management process. The analysis confirmed that innovation, as a construct, has a multifactorial nature. The information used as input for the elaboration of the model allowed introducing a new sequence of innovation management from the integrated management of the variables that can influence it. This integrated management ensures effective human resources management, production, and marketing. The findings confirm that innovation needs to be managed in an integrated way with the rest of the administrative subsystems rather than as an isolated process. This way of working allows obtaining better results for the organizations. Based on the multisectorial nature of the research sample, it can be assumed that the obtained results can be corroborated in several fields.

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Abstract:Purpose: The purpose of this paper lies in the use of experimental way through empirical tools for identification of the set of variables and their interrelationships and influences on the human resources planning at the territorial level.Design/methodology/approach: The methodology used to verify the existence of the variables that affect the planning of human resources at the territorial level consists of two phases: a qualitative study of the variables that influence the planning of human resources, where the explicit variables are measured and/or implied raised in the literature analyzing the main contributions and limitations expressed by each of the authors consulted. Then it proceeds to confirmatory phase (quantitative) to prove the existence of the dimensions of the planning of human resources in the territorial level through the use of multivariate statistics through the combination of expert analysis and techniques of factorial grouping. Findings:Identification is achieved by using empirical methods, variables that affect human resources planning at the territorial level, as well as their grouping essential dimensions, while the description of a theoretical model that integrates the dimensions is made essential and relationships that affect human resource planning at the regional level, which is characterized by the existence of systemic and prospective nature.-530-Journal of Industrial Engineering and Management -http://dx.doi. org/10.3926/jiem.1904 Originality/value: The literature shows two streams that address a wide range of approaches to human resources planning. The first is oriented from the business object and the second part of the management in highlighting a limited territorial level to address this latest theoretical development, an element that has contributed to the fragmented treatment of human resources planning and management in general at this level. The originality of this paper is part of the creation and adaptation, on a scientific basis of a theoretical model developed from the conceptual contribution of this process at the territorial level where the key variables that affect this process are integrated, highlighting the systemic approach prospective based on solid scientific foundations.

The objective of this article is to examine the relationships between organizational values and the performance indicators of an organization. Two work teams were analyzed in a restaurant. To achieve the objective, a Delphi method was developed that allowed knowing the level of consensus of the members of the teams studied among a group of previously identified values, allowing to identify those values that had greater importance and regulation for each team. Through the Mann-Whitney statistical test, the relationship between values and customer satisfaction and productivity were examined, aspects that were measured in the organization studied for each work shift, where the teams analyzed worked. The research made it possible to prove the relationship between values and customer satisfaction directly and productivity indirectly, demonstrating that the work team showed greater consensus on its values in terms of importance and level of regulation showed better results in the dependent variables analyzed. The research carried out allowed the quantitative validation of the hypothesis that the shared values that regulate the behavior of the employees studied are closely related to the performance indicators.