Bibliographic citations
Lujan, T., Cerda, A. (2024). La influencia de la capacidad estratégica organizacional en la planificación estratégica comercial: el caso de las Mypes exportadoras textiles peruanas [Universidad de Lima]. https://hdl.handle.net/20.500.12724/21064
Lujan, T., Cerda, A. La influencia de la capacidad estratégica organizacional en la planificación estratégica comercial: el caso de las Mypes exportadoras textiles peruanas []. PE: Universidad de Lima; 2024. https://hdl.handle.net/20.500.12724/21064
@misc{renati/1440975,
title = "La influencia de la capacidad estratégica organizacional en la planificación estratégica comercial: el caso de las Mypes exportadoras textiles peruanas",
author = "Cerda Muñoz, Alexandra Ximena",
publisher = "Universidad de Lima",
year = "2024"
}
This research is developed from the qualitative approach, of a non-experimental and exploratory nature. It was developed based on the relationship between the organizational strategic capacity with the development of commercial strategic planning in the Peruvian textile exporting SMEs to obtain the information, we used a questionnaire and a semi-structured interview with eighteen people, these being considered specialists in planning in organizations in the Peruvian textile sector in the export category. The sub-variables that were considered to analyze the information were: scanning, interpretation, action, establishment of mission and vision, internal and external analysis, establishment of objectives, and finally analysis and selection of strategies. It was revealed that a large part of the SMEs ignores the application of the variables in their organizations and that they are key to achieving correct strategic planning. These do not usually consider processes such as scanning, interpretation, or action as differentials to aspire to continuous improvement; therefore, it is very common to find reactive actions within this type of company. Likewise, it is shown that they still do not have sufficient resources to carry out the required action plans, thus affecting their entire performance in the market. Throughout the investigation, various reasons are evaluated for which an SME cannot look further to improve or seek stability and growth in the market, one of them being the poor distribution of functions within the management of the company. organization: therefore, it is recommended that all companies learn to prioritize their needs and objectives in order to invest in them, and thus attack their weaknesses and threats. It was considered that those in charge of strategic planning should be constantly trained to be able to apply methods or plans based on the changes that occur in the international market, developing commercial stability in the company.
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