Organizational Components That Explain Profitability as a Key Factor of Competitiveness

The purpose of this chapter is to identify the labor inclusion practices of Colombian micro and small enterprises (MSEs). Building a more fair and equal society requires an organizational culture and clear policies for labor inclusion. MSEs are organizations that can contribute to this purpose given their importance because they are the source of employment of more than 16 million Colombian people and generate 80% of the jobs in this country. Through descriptive research, and by applying a questionnaire to 78 MSEs from different sectors nationwide, it was possible to determine the labor inclusion practices followed by these organizations. It is mainly concluded that labor inclusion practices by the MSEs surveyed are not high. Of the 78 companies that participated in this study, which were selected from a non-random convenience sample, less than half (41%) have hired vulnerable people and have in their organizations between one and three collaborators in situation of vulnerability.

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Labor Inclusion Practices in Colombian Micro and Small Enterprises (MSEs)

Muñoz-Maya

Ramírez-Garzón

Pérez-Uribe

et al. 2022

Handbook of Research on Promoting an Inclusive Organizational Culture for Entrepreneurial Sustainability

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Innovation Model for Organizational Sustainability (IMOS)

Pérez-Uribe

Ramirez-Salazar

Ramírez-Garzón

2023

Practice, Progress, and Proficiency in Sustainability

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This chapter describes the concepts and methodology necessary to apply the IMOS (innovation model for organizational sustainability), and shows to entrepreneurs, academics, consultants, and people interested in this subject, a practical management model that motivates decision makers look for the best alternatives to boost their company and bring it to the best sustainability standards. The IMOS is made up of eight organizational components: Strategic direction, production and/or commercialization and/or transformation of goods and/or services, organizational culture, associativity, marketing, technology, legal matters, and financial indicators. In turn, each component analyzes four factors: social, environmental, managerial and innovation. In each factor, a series of variables are presented (42) that are explained in detail in the theoretical framework of this chapter, which allow four levels to be measured from one (1) to four (4): one (1) (incipient), two (2) (survival), three (3) (developing) and four (4) (world class).

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Competitiveness in Colombian MSMEs

Torres

Castro

2021

Advances in Business Strategy and Competitive Advantage

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Competitiveness has become an obsession for companies and nations, since it is a way of showing the degree of development and the productive capacity that a country has. Throughout this chapter, this concept is related to small and medium-sized companies, which are a large part of a nation's business fabric but do not have very high competitive rates. With the analysis of this variable in this category of companies, it is intended to generate strategies that allow increasing competitiveness in companies of limited size and capacity, in order to achieve their strengthening and greater presence in national and international markets. The main focus of this chapter will be on Colombian companies that are in this type of company, through the review of bibliography and indicators of national and international competitiveness.

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Organizational Components That Explain Profitability as a Key Factor of Competitiveness

Cited by 5 publications

References 8 publications

Labor Inclusion Practices in Colombian Micro and Small Enterprises (MSEs)

Labor Inclusion Practices in Colombian Micro and Small Enterprises (MSEs)

Innovation Model for Organizational Sustainability (IMOS)

Competitiveness in Colombian MSMEs

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