Culture, Innovation and
Entrepreneurship: connecting
the knowledge dots
Institute of Knowledge Asset Management
University of Basilicata
Arts for Business Ltd
Polytechnic University of Bari
Distribution
Institute of Knowledge Asset Management (IKAM)
Arts for Business Ltd
University of Basilicata
Polytechnic University of Bari
ISBN 978-88-96687-07-9
ISSN 2280-787X
Edited by JC Spender, Giovanni Schiuma, Vito Albino
Design & Realization by Gabriela Schiuma
INDEX
TRACK - Innovation Ecosystems: concepts, models, and knowledge practices
Valentino Morales López
Knowledge, technology, and innovation: organizational review of interwoven myths in
Mexico
2071
Anna D'Auria, Marco Tregua , Tiziana Russo Spena, Francesco Bifulco
Many-To-Many Innovation Contexts
2082
TRACK - Collective coordination through space: environments of
collaboration and creativity
Jing Lu, Sebastian Wiesenhütter
Testing the Effectiveness of Spatial Design for Knowledge Work - Methodological
Framework and Case Study
2094
Jan Barski, Katarzyna Piskorek, Jörg Rainer Noennig
2104
Creative solutions for smart cities – The SynCity approach
TRACK - Why bother about culture in SMEs and micro firms? Innovation,
and entrepreneurial dynamics in regional development
Jorge Niosi, Xue Han
Clusters in high technology: the case of solar PV equipment
Stefano Poponi, Alessandro Ruggieri
culture
2110
2121
Performance for academic and university Spin-Off: a systematic review
Antonio de Jesús Vizcaíno, José de Jesús Urzúa López, Juan Gaytán Cortés
2132
Manufacturing SMEs in Guadalajara, Mexico: use of technology and benefits of social
responsibility
Jari Laine, Laura Wirtavuori
2144
Assessing dynamic capability in Finnish SMEs
17
Manufacturing SMEs in Guadalajara, Mexico: use of
technology and benefits of social responsibility
Antonio de Jesús Vizcaíno *
Department of Marketing & International Business
University of Guadalajara, Periférico norte No. 799, Building G-306
Zapopan, Jalisco. México
José de Jesús Urzúa-López
Department of Marketing & International Business
University of Guadalajara, Periférico norte No. 799, Building G-306
Zapopan, Jalisco. México
Juan Gaytan-Cortes
Department of Marketing & International Business
University of Guadalajara, Periférico norte No. 799, Building G-306
Zapopan, Jalisco. México
* Corresponding author
Structured Abstract
Purpose- Gglobalized economy , demand for small and medium businesses faces a number of challenges to
keep the levels of global competitiveness , being among the incorporation leading and use technology to
increase growth , productive and competitive development , so that in developing these technological
processes inside, you can get the same benefits as part of their social responsibility.Therefore, this research
focuses on the analysis of the relationship between technology and benefits of social responsibility in SMEs
in the manufacturing sector in Guadalajara, Jalisco, Mexico.
Design/methodology/approach – Literature reviewed focuses on the basics of matter as competitiveness,
technology and social responsibility. The study has a quantitative approach and explores the relationship
between the variables of social responsibility, technology and competitiveness in manufacturing SMEs in
the metropolitan area of Guadalajara, through a survey of 418 SMEs which is the subject of study. The
questionnaire was designed to obtain a profile of entrepreneurs and their organizations, and consist of two
blocks as competitiveness and social responsibility, which contains a total of 37 reagents and reliability
come through Cronbach's alpha 0.900. The frequencies were obtained by the test of sphericity
characterization of entrepreneurs, factor analysis was applied to the correlation of variables and finally the
analysis of variance for hypothesis testing was performed.
Originality/value – Methodology allows to analyze the correlation between competitiveness variable:
technology and social responsibility variable: benefits in manufacturing SMEs to which we applied the study.
Practical implications – Results show that the fact of using technology in manufacturing industries
analyzed , they generate a positive benefit within the social responsibility element, which provides
guidelines for developing strategies that benefit competitively these organizations , further economic
development is achieved and productive and thus contribute to a sense of social responsibility.
Keywords – Competitiveness, technology, social responsibility, small and medium manufacturing
enterprises.
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Paper type – Academic Research Paper / practical book
1. Introduction
Today consumers, provide added value to organizations that implement social actions of any kind for the
benefit of society, but regardless of the organization, be it small, medium or large business, demand globalization
who act competitively to In order to stay on the market, where it is required that small and medium enterprises
"SMEs" incorporate in their production processes as a factor of competitiveness, technological element whose
shares will be vital to their performance and higher profits in its programs or activities that as to develop social
responsibility in their corporate image, recognition for the work they undertake as well as customer satisfaction,
as we say Bronn and Vrioni (2001), who argues that organizations conducting socially responsible practices it
becomes a factor taking into account consumers in their purchasing decision because these are the ones that offer
support for causes of social benefit.
The study provides knowledge of the "real world" in SMEs in the Guadalajara metropolitan area where the
relationship between technology and the benefits obtained on social responsibility for the competitiveness of
SMEs is established. The problem focused on responding, what is the relationship between the use of technology
for competitiveness and the benefits obtained in terms of social responsibility in manufacturing SMEs in the
Guadalajara metropolitan area? Our objective is to analyze this relationship between the use of technology as a
competitive factor in manufacturing SMEs and benefits of social responsibility. The hypothesis testing was to
determine the technology used for manufacturing competitiveness benefits positively to social responsibility.
2. Review of the literature
2.1 Small and medium enterprises
SMEs are entities where small businesses can form up to 50 employees and 100 million pesos in annual sales,
and the medium can have up to 250 workers and 250 mp in annual sales.
It has been detected that cover three sectors of the economy: trade, services and industry and usually most are
operated by one person acting as a manager, technician, marketer, financial and tax expert, where the main
problems are sent to labour issues, tax, financial and regulatory, which may hinder their development leaving
them defenceless against the national competition, to cope with the large national and international firms (Sosa,
Reyes Lopez, 2014). Other features highlights that owner-managers develop multiple functions within the
company, and internal communication is often more informal, since managers opt for forms of oral
communication, have a short-term perspective, strategic behavior more reactive than proactive, their commercial
zones cover a limited local or regional level space, establishing closer links between managers and stakeholders,
tend to more easily meet customer needs and customize the attention (Torres, 2007).
Traditionally it is believed that SMEs contributed only to economic development by creating employment,
more equitable distribution of income and the expansion of productive and income-generating activities in those
remote areas of large cities, being only a complement or alternative to the large companies, however today it is
recognized that SMEs play an international role in the economy of the countries, to create jobs, contribute to GDP,
productivity growth, trade and provide a source of entrepreneurship (Barquero, 2003 ).
In Mexico, SMBs, have some weaknesses such as lack of updating and training, lack of markets, lack of
sources of funding and lack of process quality certification, etc.
According Saavedra and Tapia (2012) for the 2009 Mexico had a rough base 5 million SMEs distributed in
industry, trade and services, being recognized by public institutions by contributing 52% of national production
and generate about 78, 5% jobs. For his Dávila (2010) part refers to:
• 65% of SMEs in Mexico are family owned,
• Over 80% do not have some sort of certification;
• About 50% do not use techniques in quality or productivity;
• Only 24% handle any license or patent
• 83% do not perform any activities to consolidate its presence abroad.
• 35% of businesses in the manufacturing sector performed no investment.
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2.2 Technology
Technology has become a central element for firms that want to achieve competitive advantage,
particularly for those that are located in industries that demand constant improvements in its products and /
or processes.
Plays a critical role in the competitiveness of the company and is one of the resources that poses more
difficulty in managing (Demuner & Mercado, 2011). The rapid development of technology is affecting all
fields in society and SMEs are no exception, as these companies are growing in a globalized and competitive
environment where human resources, the use of information systems and development technology are vital.
SMEs should recognize the importance of the ability to acquire and use technology for your business,
which involves learning and technological assimilation, in order to make adaptations and improvements
necessary to remain, survive or compete in the modern world and prevailing globalized (Gómez et al, 2011).
New technologies are opening scientific opportunities, but require an organizational stability that focuses
on technological diffusion and competitive dynamics, where continuous learning, innovation and
implementation of information technology is privileged.
SMEs need to strengthen creativity knowledge, innovative capacity to improve or create new ideas of
satisfaction and where technology is a hub for business development, strengthen its social responsibility in
order to achieve the objectives as an organization and increase production processes. Companies that achieve
integration improving their technological capacity, acquire greater creativity, increase their business
knowledge and develop an excellent operation, are more likely to obtain and maintain a competitive
advantage and superior performance.
Competitive firms tend to integrate continuous innovation, product development and redesign of
processes, achieve a better market position, improved competitiveness and optimizing their processes
seeking to be more efficient, so that they might be applicable to SMEs because the globalized society
demands become increasingly competitive, where increased production of goods and services is generated
at a lower cost but with higher quality.
Information technologies provide benefits that support its growth in developing human capital, improve
the economic conditions of countries acquire technological development capacity and offer significant
advantages over other industrial and service sectors, which generates advantages as: improving economic
conditions of the least developed countries have qualified human resources countries, generating better paid
jobs, technological innovation and government support for the initial technology investment.
2.3 Corporate Social Responsibility (CSR)
According Gugler and Shi (2009), in 1950 the concept emerged in northern hemisphere countries,
highlighting the importance of employers accountable to society. In 1980, the stakeholder theory arises, and
in the 1990s, research was conducted on the influence that CSR with corporate finance, arriving at 2000
where the concept has several approaches for improving competitive companies. The following table lists
the main concepts that have emerged in an evolutionary manner, trying to account for the social orientation
and findings involving the RSC.
Table No. 1. Concept´s of CSR Evolution .
Year
2000
2001
Author (s)
Piacentini,
MacFadyen
Eadie
Mohr et al.
Description / Concept
Guidance
Is a legal and financial commitment for Voluntary action for the
and companies and must be voluntary.
common good.
RSC is explained by two categories: Multidimensional
definition
and
multidimensional describes
the
perspective of social marketing.
responsibilities to be
performed
by
a company.
Social
marketing
(Kotler, 1991) involves
the efforts of companies
to achieve and improve
individual
and
collective
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welfare of
clients.
2001
Brønn y Vrioni
2006
Molteni
2007
Ford
2007
Estallo, Fuente y
Miquela
2007
2008
2008
Level of a company in terms of ethics,
values, behavior on the practices of RS
based on norms,
culture, religion, education, etc
Represents the need of a company to go
beyond
legal
requirements
of
government to meet social and
environmental needs of groups of
internal and external stakeholders.
Satisfaction of social
needs
and
environmental
interest groups.
Sustainable progress for
personal and society.
It is a mixture of sustainable progress Sustainable progress for
toward
employees
and
society personal and society.
surrounding the company.
It takes into account all the activities of
the company.
Comisión europea integra de las
Siegele y Ward
empresas, los aspectos sociales y
medioambientales
respecto
a
procedimientos y relaciones con sus
interlocutores.
European
Commission
integrates
business, social and environmental
aspects regarding procedures and
interaction with their stakeholders
Kovaliov
and It is applied in various activities of a
company operating a multinational level
Streimikiene
in different environmental and social
situations, voluntarily, continuous and
long term.
Dahlsrud
Ensuring social needs
through social welfare
actions.
Business activism.
Integración
social
y
medioambiental.
Social
and
environmental integration.
Activities applicable to
social
and
environmental situations.
Management practices to minimize the Reducing
negative
negative impact of business to society. impacts on society
2009
Van der Putten and Ethics of the corporation to comply with
Dubbink
rules and guidelines that society Social values that society
demands, based on your goals and demands
values..
Source: Authors elaboration based on reviewed literature.
The term has different meanings, depending on the economic, political, social, cultural context of countries
and regions such as Europe has focused on issues that have to do with labor rights, employment and cultural
diversity, business leaders worried by activities of enterprises in the social and environmental sphere, in Japan,
the trend has been towards the environmental impact and implications involving production by pernicious
effects on society and the United States has characterized the tax issue basically. Since the emergence of the
concept to the present, has had three approaches in business: ethical, altruistic and strategic. Ethically it goes
beyond legal and financial obligations of the company; avoids social damage, even if the company does not
receive benefit from it. The altruistic approach is equivalent to the philanthropic responsibility and
contribution to the good of various "stakeholders" social. Finally gives strategic importance to community
service corporation that complement the strategic goals of the business and is the best way to meet their
financial interests.
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In recent decades, there have been various self-regulatory instruments including: social and environmental
performance standards and limits, systems management, codes of conduct, best practices, tools for
certification and labeling guidelines for transparency, sustainable information and control, in order to help
companies has adopted practices reducer corporate social responsibility and social and environmental risks
associated with its business, however the factor in competitiveness is fulfilling its social responsibility as a
company, what can be inferred that CSR generates the social commitment of business to society, to implement
programs that contribute to social welfare and uplift rates quality of life of the population (Griesse, 2007),
which is improved image and allows for greater profitability. CSR involves financial, legal, ethical and
altruistic corporate responsibility through strategies to address social issues. (Kelly, 2001; Werhane, 2007;
Kima and Reber, 2008). Besides the fundamental objective of the company, should consider the needs of
employees, shareholders, customers, suppliers, alliance partners, government at all levels and the community
in general. (Kovalev and Streimikiene, 2008). The CSR concept has been incorporated on both corporate
agendas as civil and political organizations (Buhr and Grafstro, 2004) because customers are more informed
and interested in these issues, seeking companies with socially responsible behavior and through demand more
value for money (Bronn and Vrioni 2001).
2. 4 Competitiveness
It is understood by business competitiveness, the ability to produce goods and services of quality, right
price, at the right time, and involves as key globalization process, being in organizational conditions to
compete successfully with its commercial rivals and meet the needs of customers more efficiently and
effectively, knowing what they want before your competitor.
The competition is divided into three important factors: performance, technology and costs, however there
is another key factor in competitiveness as performance, which is present in manufacturing systems in
manufacturing companies oriented social responsibility.
Sosa, Reyes Lopez, (2014) reported that competitiveness is an issue that is becoming increasingly
important in the field of business, which is derived from the requirements of the current economic environment
framed in the globalization process. It is related to the ability to increase the standard of living of the
inhabitants, generating sustained increases in productivity, successfully in international markets, among others
(Padilla, 2006). It also reflects the extent to which a nation, in a system of free trade and fair market conditions,
can produce goods and services that meet the test of international markets, while maintaining and increasing
the real income of its population long term (OECD, 1996), ultimately involves static and dynamic
components: although the productivity of a country is clearly determined by the ability to sustain their income
levels, is also one of the main determinants of investment returns, which is a key to explain a growing economy
(World Economic Forum, 2009) factors.
Organizational performance factor is a broad concept covering economic and operational aspects,
including the objective of competitiveness and excellence in manufacturing, whether it is related to costs,
flexibility, speed, dependency or quality. In addition, the performance can be described as a term "umbrella"
for all concepts that are considered a success for the company and its activities. Evaluate the performance of
an organization is the first step in strategic decisions aimed at improving the competitive position of the
organization takes. For SMEs involved in the globalization of markets, the modernization process would be
faster if they had the support and advice through training in the use and application of technological systems
that support management and production to compete and include systems that can improve performance and
productivity, otherwise, its performance can suffer and be less competitive in price and costs.
3 Methodology of the study and results
The study used a descriptive, exploratory and correlational method to investigate the properties of the
investigated phenomenon, the characteristics in that group of companies without influencing variables
(Danhke, 1989). The narrative allowed analyze data from manufacturing, exploratory able to approach
companies in the manufacturing sector of the metropolitan area of Guadalajara and the correlative issue, the
relationship between the variable technology and benefits identified in responsibility social for the
competitiveness of manufacturing companies in the study area.
The study was quantitative using inductive-deductive method to analyze the details of businesses and
reaching generalization of knowledge within the sector and area studied.
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A questionnaire was applied to same manufacturers Guadalajara metropolitan area aimed at people who
were directly involved with organizations designed. The instrument contemplated a Likert scale to measure
the reaction of the subjects investigated before classes, grades ranging between 1 to 5, with 1 being 5 the
highest and lowest value, interpreted as strongly disagree and Total I agree.
The sample consisted of 370 manufacturing firms applying a margin of 95% confidence level and 5%
error. Statistical information processing was using SPSS (Statistical Package for the Social Sciences) and to
test the hypothesis the Bartlett test of sphericity was applied in addition to determinate factor analysis. The
instrument was validated through testing Káiser Meyer-Olkin (KMO) and the reliability Cronbach's alpha was
applied, I resulted in a .900. Finally to generate analysis of variance dependent variable quantitative regarding
the variable factor (independent variable), the ANOVA procedure was employed.
Table 2 below presents data analysis KMO and Bartlett test, the results were for the Chi-square 9744,452,
KMO with .847, one Bartlett Gl 903 and a significance level of .000
Table 2 KMO and Bartlett's test.
Measure of sampling adequacy Kaiser-Meyer-Olkin.
DeBartlett sphericity test
,847
Chi-square approximate
9744,452
Gl
Sig.
903
,000
Source: Authors, based on statistics results.
With regard to the overall results of the study a profile of staff surveyed and manufacturing firms was
obtained by applying the Bartlett test of sphericity in each table.
Table 3 reports that in the companies surveyed, 46.2% have fewer than 10 employees and 8.6% have more
than 60 workers.
Table 3 Number of employees.
Percent
Frequency
Valid under 10 Employees
Valid
Percent
Cumulative
Percent
193
46,2
46,2
46,2
10 - 19 Employees
83
19,9
19,9
66,0
20 - 29 Employees
48
11,5
11,5
77,5
30 - 39 Employees
26
6,2
6,2
83,7
40 - 49 Employees
21
5,0
5,0
88,8
50 - 59 Employees
11
2,6
2,6
91,4
60 Employees and more
36
8,6
8,6
100,0
Total
418
100,0
100,0
Source: Authors, based on survey of manufacturing firms in the GMA.
Table 4 shows the type of regime which consist manufacturing enterprises, finding that the family aspect
predominates with 53.6% and as a society in shaping 46.4%.
Table 4 Control of spherical Bartlett test for regime type
Frequency
Valid
Percent
Valid Percent
Cumulative
Percent
Society
194
46,4
46,4
46,4
Family
224
53,6
53,6
100,0
Total
418
100,0
100,0
Source: Authors, based on survey of manufacturing firms in the GMA.
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Table 5 corresponds to the variable gender of respondents, obtaining the male presented a frequency of
231 with a percentage of 55.3% leaving second females with a frequency of 187 and a percentage of 44.7%.
Table 5 Gender Bartlett spherical test.
Valid
Frequency
Percent
Valid Percent
Percent Cumulative
Male
187
44,7
44,7
44,7
Female
231
55,3
55,3
100,0
Total
418
100,0
100,0
Source: Authors, based on survey of manufacturing firms in the GMA.
Table 6 shows the results of the variable Age is appreciated, resulting in the increased frequency was
154 belonging to the range of 30 to 39 years with a percentage of 36.8% and a frequency of 15 who
reported having more than 60 years Table 6 Age spherical Bartlett test.
Years
Frecuency
Percent
Valid Percent
Cumulative Percent
Valids 20 a 29 Years
93
22,2
22,2
22,2
30 a 39 Years
154
36,8
36,8
59,1
40 a 49 Years
103
24,6
24,6
83,7
50 a 59 Years
53
12,7
12,7
96,4
Years 60 or
more
15
3,6
3,6
100,0
418
100,0
100,0
Total
Source: Authors, based on survey of manufacturing firms in the GMA.
Table 7 presented below includes the Variable Manager and education. The maximum frequency was
247 corresponding to the formation of technical career with 59.1% of the total and a frequency of 1
master level equivalent to only 0.2%.
Table 7 Manager Bartlett spherical test.
Fecuency
Valid
Porcente
Valid Petrcente
Cumulative
Percente
Primary
30
7,2
7,2
7,2
Secundary
56
13,4
13,4
20,6
High School
66
15,8
15,8
36,4
Thecnical
247
59,1
59,1
95,5
Bachelor
18
4,3
4,3
99,8
Maester
Total
1
,2
,2 100,0
100,0
418
100,0
Source: Authors, based on survey of manufacturing firms in the GMA.
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At last it is shown Table 8 corresponding to Benefits ANOVA (RSB1) to Technology (TE1-TE6) .
Table 8 ANOVA Benefits (RSB1) to Technology (TE1-TE6)
TE1
TE2
TE3
TE4
TE5
TE6
Sum of Squares
Gl
Average Square
F
Sig.
Inter-groups
33,660
4
8,415
5,152
,000
Intra-groups
674,541
413
1,633
Total
Inter-groups
Intra-groups
Total
Inter-groups
Intra-groups
Total
Inter-groups
Intra-groups
Total
Inter-groups
Intra-groups
Total
708,201
53,215
716,421
769,636
90,717
643,314
734,031
84,936
688,174
773,110
51,098
802,749
853,847
13,304
1,735
7,669
,000
22,679
1,558
14,560
,000
21,234
1,666
12,743
,000
12,774
1,944
6,572
,000
Inter-groups
78,461
417
4
413
417
4
413
417
4
413
417
4
413
417
4
19,615
12,477
,000
Intra-groups
649,274
413
Total
727,734
417
1,572
Major Factor (RSB1): Shares of social responsibility must repay a benefit to it, is satisfied because side
factors as TE1: Development of technology, TE2: Development of products and / or services, TE3
Development Process production and / or services, NT4: Project Planning, NT5: Improving the machinery
and equipment and TE6: Development of information technology, all factors are accepted because each
upon the correlation level was obtained significance equal to 0.
4. Conclusions
The study provides knowledge of the "real world" in SMEs in the Guadalajara Social responsibility is
an issue applicable to SMEs, the focus should be to meet socially with the environment where all staff is
committed to contribute to be part of the competitive environment in which the productive activities of the
company are developed.
The study hypothesis, to incorporate technology benefit on the issue of social responsibility which
contributes to the competitiveness of these checks.
The following factors: technology development, product development and / or services, development
of production processes and / or services, project planning, improved machinery and equipment and
development of information technology, are factors significant for the competitiveness of organizations,
since all of them a significance equal to 0 was obtained, according to ANOVAs.
The technology used in manufacturing of Guadalajara Metropolitan Area, positively benefit the social
responsibility that involves being sustainable and competent.
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