Factores de competitividad de las PYMES Andaluzas

Zusammenfassung

The vision based on company's resources is rooted in the organizational economics literature, where profit and competition theories of authors such as Joseph Schumpeter (2010) or E. Penrose (1959) focused on the company's internal resources as the primary driver of competitiveness. Dynamism in the implementation of novel approaches or techniques will leave any company in an always fragile position since it will be permanently threatened or exposed to internal and external changes, as Schumpeter explains in his work. The definition of human resources, competitive advantage, and sustained competitive advantage is fundamental to understanding the vision of competitiveness based on resources. Wernerfeit considers resources in general as attributes that strengthen or weaken an organization, tangible assets that are semi-permanently linked to the company (Wernerfeit, 1984). The dynamics of differentiated growth by geographic regions and economic sectors is determined by a range of internal and external factors, as well as the interrelation between these factors, which indicate different behaviors of business evolution depending on the adaptability to the environment, risk-taking capacity, investment opportunities in research and development, and the set of regulatory policies to which they are subject. Innovation and leadership management are new vectors in the process of analyzing business growth, since both processes include training and use of technology, both key aspects of the economy of knowledge, as most pundits wili agree, global society is in the course of being constructed. Hence this process is complex, subject to a variable externality and considerable internal affectation. For Barney, (1991) resources fall into three categories: physical capital resources, human capital resources, and organizational capital resources. Human capital resources include issues such as experience, sensibility, and the intelligence of the company managers and employees. At the same time, Barney describes competitive advantage as something that occurs when the firm implements a value creation strategy that is not being simultaneously executed by any current or potential competitor. Models such as those set forth by Flamholtz and Lacey (1981) and proposals such as that of Bill McKelvey (1982) focus on the set of knowledge, skills, and abilities inherent in the individuáis comprised in an organization. Other studies, on the other hand, concentrate on the behavior and action of employees rather than on their capabilities, as a mediator in the relationship between company strategy and performance. (Jackson, Schuler and Rivero, 1989; Schuler and Jackson, 1987). Corporate strategies, their implementation and the set of policies associated with them, especially those related to investment decisions, are one of the most significant elements derived from the international economic scenario in which companies, Institutions and the economy in general, operate. The recent financial crisis (which began in 2007), which quickly transferred to economies, meant a severe setback to the opportunities and endeavors for many entrepreneurs; however, the so-called "risk appetite" has been used to look for opportunities amidst this scenario of recession and economic crisis; changing patterns, habits, and attitudes of markets and consumers, often placing one’s bets on small, local markets, adapted to a set of sociocultural and labor values that the investor must be able to analyze, adapt to, and develop, it is the key role of many small and medium enterprises. Small and medium-sized enterprises (SMEs) are widely recognized as a major source of employment and income. Birch (1987); Delmar (1997), and Davidsson and Wicklund (2000). However, they are still low in terms of productivity and competitiveness, in addition to remaining small (Mead and Liedholm (1998) and Tybout (2000).) While their low performance could be attributed to the unfavorable circumstances that surround them; Research developed by Nicholas Bloom, Carol Propper, Stephan Seiler and John Van Reeiner (2010), pinpoint administration and management as the main problems of business. Given their small size, small and medium-sized enterprises have more favorable conditions to deal with today's uncertain, complex, and changing environments. When they grow steadily, they generate profit for the countries, since they boost production, contribute significantly to tax revenues in countries with high levels of formality, and help to combat the endemic disease of poverty. This is due to their initial emphasis within their own borders, understanding these not as their geographic framework of action, but as the available knowledge and capacities.