Ciencias Económicas y Empresariales

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Author: search.filters.author.Suarez Ambriz, DennyLanguage: search.filters.language.Spanish

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    Un Marco Organizacional para Microempresas Enfrentando Choques Exógenos: Un Enfoque de Sistema Viable.
    (2025)
    Suarez Ambriz, Denny
    ;
    Sánchez Garcia, Jacqueline Y.
    This study addresses the problem of limited adaptive capacity in microenterprises, a phenomenon that contributes to the failure of 50% of new businesses during their first five years of operation. Unfortunately, organizational impacts are magnified by factors such as lack of working capital, deficient financial management, inadequate business education, regulatory capture and intensified competition due to globalization. This issue was initially observed in a food service microenterprise located in California’s Salinas Valley, where patterns of operational fatique, high staff turnover, service quality fluctuations and insufficient capacity to respond to seasonal demand variations were identified. This thesis is composed of five fundamental chapters. The first chapter examined the global context of microenterprises and their economic significance, as they represent a relevant sector for economic development. The second chapter addressed the theoretical framework, beginning with an examination of classical organizational theory and identifying its restricitions in contexts characterized by high dynamics. Subsequently, bureaucratic theory was reviewed, analyzing its contribution to organizational formalization while acknowledging its rigidity in the face of new adaptive needs. The review concluded with general systems theory, which presented an integrative framework allowing organizations to be conceptualized as open systems, capable of interacting dynamically with their environment. The third chapter developed a literature review of studies relating to the Viable System Model and Entrepreneurial Orientation within the institutionalization process of microenterprises, indentifying convergences and gaps in the existing literature. The Viable System Model was selected due to its capacity to analyze organizations as autonomous and adaptable systems, enabling the identification of internal functions that 7 sustain its viability in contexts of high uncertainty. This review academically justified the lack of specific models tailored for microenterprises. The fourth chapter presented an empirical review of cases involving microenterprises led by immigrant entrepreneurs. Through semi-structured interviews, the focus shifted to analyzing the Entrepreneurial Orientation components utilized by successful entreprenerus and how they were incorporated into their business operations. This analysis provided evidence underscoring the need for organizational structures that not only occommodate but also enhance entrepreneurial initiatives, establishing the emprirical base that justified the application of the Viable System Model. The fifth chapter implemented a Social Network Analysis to examine a bibliometric co- occurence network of keywords from academic publications, aiming to identify the critical Entrepreneurial Orientation factors relevant to microenterprises. The factors identified include innovation, autonomy, control during implementations, market orientation, and change management, all of which were categorized according to the five functions of the Viable System Model. The results suggested this conceptual framework strengthens organizational responsiveness in disruptive environments while promoting internal cohesion and more informed decisión-making. To understand how the identified critical factors interact and generate patterns of organizational strengthening or deterioration, the study employed System Dynamics as an analytical tool in chapter six. This methodology enabled the modeling of the system’s causal structure and the simulation of various operational scenarios, incorporating variables such as fatigue, experience, reputation, customers and revenue. The model applied evaluated the microenterprise’s performance under five contrasting configurations, validating the importance of coordination and organizational learning for the system. The key results showed that organizational viability did not depend on increased demand, but rather on the presence of internal structures capable of absorbing external impacts, learning, and maintaining operational consistency.