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... Una característica principal de las PyMEs es el número de integrantes, generalmente son menos de cincuenta (Ghayoomi et al., 2020). Aunado a sus moderados volúmenes de producción en comparación con empresas grandes (De la Rosa, Rivera y Marín, 2015), ya que suelen enfrentarse a la limitación de recursos y al uso de tecnologías simples (Agwu and Afieroho, 2016). Sus procesos productivos son sencillos y se basan en gestiones flexibles y creativas, lo que les permite acoplarse a tales limitaciones. ...
... En este sentido Shafeek (2016) afirma que hay fuentes de financiamiento externo como medio para las PyMEs, pero hay desinformación sobre cómo adquirir tales subvenciones (Ramukumba, 2014). Shafeek (2016) comenta que, si se recibe financiamiento externo, es importante aprovechar al máximo el monto donado; para ello se propone definir un proceso de capacitación formal que garantice el retorno proveniente de dicha inversión (Agwu and Afieroho, 2016;Simpson, Schraeder and Borowski, 2015). ...
Las pequeñas y medianas empresas son protagonistas del desarrollo económico de los países por sus aportes en ingresos y generación de empleos. No obstante, enfrentan diversos inconvenientes que les impiden desarrollarse plenamente. Objetivo. Realizar un análisis de literatura sobre la capacitación en pequeñas y medianas empresas. Metodología. Se realizó una revisión sistemática de artículos para elaborar una codificación por categorías, procesando la información con el apoyo de matrices. Resultados. La revisión arrojó elementos que caracterizan a la capacitación en pequeñas y medianas empresas: poca visión estratégica; exiguo apoyo gubernamental y renuencia de dueños/gerentes para implementarla. Conclusión. Esta revisión ha demostrado que es menester explorar o generar estrategias para una capacitación efectiva y una innovación de los modelos actuales de capacitación para estas empresas.
This study aimed to determine the best fit model on qualitative productivity. In particular, sustainability practices, organizational performance, and quality management practices were investigated with the use of adapted questionnaires as tools in gathering the primary data from the 400 respondents in Region XI. The research design used in the study was descriptive-correlative technique using Structural Equation Model. Findings reveal that sustainability practices, organizational performance, and quality management practices have significant relationships with qualitative productivity. All latent exogenous variables significantly influence the endogenous variable qualitative productivity. Model 4 was depicted as the best fit for this study, and it revealed qualitative productivity was influenced by sales revenue and optimization of labour capitalization, anchored on the strong evidence sustainability practices influenced by stakeholder orientation and sustainability features of products and services; organizational performance defined by financial and market performance; quality management practices defined by leadership and process management.
This study aimed to determine the best fit model on qualitative productivity. In particular, sustainability practices, organizational performance, and quality management practices were investigated with the use of adapted questionnaires as tools in gathering the primary data from the 400 respondents in Region XI. The research design used in the study was descriptive-correlative technique using Structural Equation Model. Findings reveal that sustainability practices, organizational performance, and quality management practices have significant relationships with qualitative productivity. All latent exogenous variables significantly influence the endogenous variable qualitative productivity. Model 4 was depicted as the best fit for this study, and it revealed qualitative productivity was influenced by sales revenue and optimization of labour capitalization, anchored on the strong evidence sustainability practices influenced by stakeholder orientation and sustainability features of products and services; organizational performance defined by financial and market performance; quality management practices defined by leadership and process management.
In today's business environment, global competition, which has gained momentum with the increase of consumers' quality awareness and consequently, their expectations, has led to the rise of quality management practices by companies. Hence, companies, with the aim of satisfying the needs and wants of customers and thereby attaining competitive advantage, see the inclusion of quality management in the managerial process as a necessity, and they develop optimal performance criteria for such management. In this context, researchers have investigated the effects of quality management applications on innovation performance, production performance, marketing performance, and financial performance of the organization. The empirical research conducted in the last 10 years investigating the relationship between quality management practices and firm performance revealed a significant positive relationship between quality management practices and firm performance.
The study was conducted on 12 Small and Medium Enterprises (SMEs) in 4 cities in West Java Province using qualitative research methods in-depth interviews became the main source for obtaining data. SMEs have major weaknesses with regard to low product quality. The purpose of this study is to obtain information and data analysis regarding how the Juran Trilogy is applied in quality management. Grounded theory is used for research methods with the Snowball Sampling approach to determine the number of samples. Based on field data shows that Indonesian SMEs have weaknesses in the planning phase especially for the transformation of the quality dimension into the production process. This condition is caused by weak access to technology and raw materials. In the process of quality control, it is generally already well done by SMEs but it has not been supported by the process of recording a new reactive to the problem, so the high inconsistency in the quality dimension. The government must be involved in assisting SMEs to access mastery of technology and raw materials and improve the skills of SME owners to be able to carry out planning, control and quality development (The Trilogy Juran) transformation for all their employees.
