Strategic Management in Local MSMEs: A Comparative Analysis of the Execution of the Planning Phase

GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 108 Strategic Management in Local MSMEs: A Comparative Analysis of the Execution of the Planning Phase Dra. Elba Myriam Navarro Arvizu Instituto Tecnológico de Sonora elba.nava[email protected]u.mx https://orcid.org/0000-0003-2695-0883 Dra. Flor de María Miranda Pablos Instituto Tecnológico de Sonora [email protected] https://orcid.org/0009-0000-6115-8854 Dr. Teodoro Rafael Wendlandt Amézaga Instituto Tecnológico de Sonora teodoro.wen[email protected] https://orcid.org/0000-0003-0244-4062 Mtra. Nora Edith González Navarro Instituto Tecnológico de Sonora nora.gonza[email protected] https://orcid.org/0000-0002-7112-8082 Mtra. Jesús Nereida Aceves López Instituto Tecnológico de Sonora jnac[email protected] https://orcid.org/0000-0003-2442-0686 Abstract A large number of organizations in Mexico operate without formal strategic-planning processes that enable them to sustain competitive advantages in dynamic environments. In response, this study conducted a comparative analysis of the planning phase within the strategic-management process implemented by 19 micro, small, and medium-sized enterprises (MSMEs) in the service sector in southern Sonora, with the aim of generating strategies that strengthen their competitiveness and sustainability amid continuous change and uncertainty. The methodology followed a qualitative design with a comparative case-study approach, drawing on checklists, SWOT matrices, and interviews with the individuals responsible for the analyzed MSMEs. The findings indicate that, although most firms articulate mission and vision statements, these statements frequently show signs of obsolescence or reflect limited alignment GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 109 with technological and market transformations. The analysis also revealed weaknesses related to innovation and employee training, along with threats arising from the country’s economic and regulatory instability. The study concludes that the systematic and well-structured execution of strategic planning would enable service-sector MSMEs in southern Sonora to strengthen both sustainability and competitiveness. It further recommends the formal adoption of evaluation mechanisms and strategic-training processes that contribute to continuous improvement and the achievement of organizational objectives. This research contributes to the literature on strategic management in MSMEs by demonstrating that, although the planning phase remains present, it tends to lack formalization and updating—conditions that help explain existing limitations in innovation, adaptability, and competitive sustainability. The study also proposes a strategic-diagnosis model applicable to micro-enterprise contexts, expanding empirical understanding of strategicmanagement practices in emerging regions. Keywords: Organizational Performance, Strategic Management, Strategic Planning, Strategy. GECONTEC Vol. 13(2). 2025 © Creative Commons Attribution 4.0 ISSN 2255-5684 Received on March 15, 2025 gecontec.org Accepted on November 5, 2025 GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 110 Introduction Over recent decades, strategic management has evolved, according to David and David (2021), into an essential component of business administration. It integrates elements of planning, strategy formulation, implementation, and evaluation. Scholars regard it as indispensable for any organization because, as Barney and Hesterly (2020) argue, it enables firms to generate sustainable competitive advantages rather than merely survive in international contexts shaped by advanced digitalization and increasingly competitive environments. This perspective aligns with Wheelen et al. (2022), who maintain that strategic management has consolidated its role as a fundamental tool for organizational competitiveness. Grant (2021) emphasizes that strategic management functions as a core mechanism for organizational sustainability by integrating resources, dynamic capabilities, the competitive environment, and both internal and external analyses. Similarly, Hitt et al. (2021) contend that strategic management has strengthened its relevance by combining strategic formulation, implementation, and learning in highly uncertain environments. These authors also note that the pandemic exposed the limitations of static approaches and highlighted the need for systemic frameworks that incorporate resources, stakeholders, and capabilities to reconfigure organizations. Within the broader strategic-management process, strategic planning occupies a central position and has demonstrated significant influence on the organizational performance of MSMEs through multiple empirical studies (Aldehayyat & Al Khattab, 2013; O’Regan & Ghobadian, 2002; Wang et al., 2007). Mousa et al. (2024) identify a positive correlation with organizational performance. Prior research confirms that MSMEs engaging in formal strategic-planning practices report higher profitability (Rue & Ibrahim, 1998), sales growth (Shrader et al., 1989), and long-term survival capacity (Jiménez-Barragán & Fuentes-Calle, 2024). These studies suggest that environmental analysis contributes positively to financial performance. In emerging economies, strategic planning acquires particular relevance because it partially offsets resource constraints and environmental volatility—structural characteristics of MSMEs (Brouthers et al., 2015; Sandada et al., 2014). In a related study on strategic planning and organizational performance, Okech and Aosa (2025) indicate that existing research adopts a structured approach to the development of strategies, emphasizing environmental analysis, goal and objective setting, strategy development, and activity planning. This systematic method has undergone empirical validation in multiple MSME contexts, demonstrating that formalizing the planning process—through written documentation, periodic review, and management-team participation—correlates with superior organizational outcomes (Berman et al., 1997; Bracker et al., 1988; Schwenk & Shrader, 1993). The same authors also identify studies examining the impact of strategic planning on sustainable organizational performance, although they characterize these studies as incomplete due to their focus on conceptual, contextual, or methodological dimensions. Nevertheless, recent systematic reviews confirm that, despite methodological variability, scholars widely agree on the positive GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 111 influence of strategic planning on both financial and non-financial performance indicators in smaller firms (Brinckmann et al., 2010; Miller & Cardinal, 1994). International organizations such as the World Bank and the Organisation for Economic Cooperation and Development (OECD) assert that MSMEs experienced disproportionate impacts during the recent pandemic. Their capacity to recover and adapt to crises and challenging environments depends on supportive policies, access to credit, managerial capabilities, and integration into value chains (World Bank, 2020; OECD, 2019; World Bank, 2023). In the same global context, both Ayyagari et al. (2020) and the OECD (2021) recognize MSMEs as drivers of innovation and economic development. However, Tiburcio-Sánchez (2023), drawing on survey results from the International Trade Center (ITC), argues that these organizations experience performance constraints related to technological levels, accumulated capabilities, financial conditions, and innovation agility. González-Pérez and Vélez-Ocampo (2021) reach similar conclusions, stating that MSMEs frequently operate with limited financing, informality, low technological adoption, and restricted strategic management. In other words, despite their economic importance, these organizations often lack the attention and support required to survive, sustain themselves, and grow in constantly evolving environments. As in the international sphere, MSMEs in Mexico represent the primary source of employment and productive activity, accounting for more than 99% of economic entities in the country and generating approximately 70% of formal employment (INEGI, 2023). In the state of Sonora, MSMEs represent more than 95% of economic units (Gobierno de Sonora, 2023). However, according to the OECD (2019), INEGI (2024), and the Secretaría de Economía (2023), these firms face persistent gaps in productivity, financing, and technology adoption—factors that condition their overall performance. Arzola (2021) argues that strategic models adapted to the characteristics of Mexican MSMEs can extend their longevity and competitiveness. Parallel studies by Ortiz-de-Mandojana and Bansal (2016) and Lozano (2020) demonstrate that integrating sustainability practices into MSMEs strengthens resilience and enhances reputation. Considering that sustainability functions as a critical element of competitiveness (Hahn & Figge, 2022; Dangelico & Pujari, 2021), and given that the United Nations positions it as a transversal axis of business management through the Sustainable Development Goals (United Nations, 2020), both strategic management and sustainability contribute substantially to improving MSME performance. Empirical evidence from Prieto-Sandoval et al. (2019) and Chong et al. (2022) reinforces this claim by highlighting the importance of integrating strategic management, resource management, and social responsibility to strengthen competitiveness and performance. Cillo et al. (2022) and Bag et al. (2021), drawing on studies by Neely et al. (2021) and Kaplan and Norton (2020), provide further evidence indicating that improvements in organizational performance remain closely linked to strategic management and sustainability. Their findings show that MSMEs adopting innovationand sustainability-oriented strategies achieve better financial and social outcomes. GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 112 Taken together, the evidence suggests that strategic management, strategic planning, strategy, and performance improvement operate as interconnected variables that decisively shape MSME success. Global and regional trends indicate the growing need for adaptive processes that enable these firms to generate or sustain competitive advantages in highly dynamic environments. In light of this evidence, this study emerges from the need to understand how firms operationalize strategic planning. The research question guiding this work asks: How do servicesector MSMEs in southern Sonora implement the planning phase of the strategic-management process in order to compete in a dynamic environment? The study aims to conduct a comparative analysis of this phase in 19 service-sector MSMEs in southern Sonora, identifying areas for improvement and recurrent patterns to develop strategies that strengthen competitiveness and sustainability amid continuous change and uncertainty. Theoretical background The concept of strategy has undergone multiple transformations over the years. Initially conceived as a tool rooted in military practice, it gradually evolved toward broader organizational applications. According to López (2013), contemporary strategy demands that organizations pay close attention to their current context while combining vision, action, and adaptation to environmental change. Maldonado-Mera et al. (2017) explain that this shift reflects the concept’s adjustment to the dynamics of modern markets and its transition toward a more flexible and multidimensional approach. For these authors, strategy no longer operates as a static or inflexible construct; instead, it functions as a dynamic practice that directs organizational resources toward the pursuit of sustainable competitive advantages. They agree that strategic success depends on the coherence between organizational objectives and the shifting conditions of the environment. In a context shaped by technological advances, globalization, and rapid changes in business models, strategy must adopt a dynamic and adaptive character. Lukac and Frazier (2012) argue that strategy originates in the organization’s vision of itself—how it perceives its present, how it envisions its future, and the intention that guides its aspirations—while also defining what it deliberately chooses not to pursue. Performance constitutes another essential concept in organizational analysis. Cuello et al. (2020) describe performance as a mechanism that enables the assessment of employees’ effectiveness in carrying out their functions and the understanding of behaviors, tasks, and results that contribute to institutional goals. This perspective highlights that evaluating technical skills alone remains insufficient; performance also depends on the work environment, leadership style, and team motivation. The model developed by Campbell, as cited by Cuello et al. (2020), offers a comprehensive framework by classifying performance into several dimensions. Task performance relates directly to the execution of duties tied to a specific position. Contextual performance encompasses proactive and voluntary behaviors that enhance a positive work climate. Counterproductive behaviors involve actions that hinder or negatively affect organizational objectives. GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 113 Pedraza et al. (2010) maintain that job performance plays a central role in achieving organizational effectiveness and success. Consequently, organizations seek not only to measure performance but also to strengthen and reinforce it, using it as a differentiating factor that generates competitive advantages. A highly committed and efficient workforce increases productivity, stimulates innovation, and enhances resilience in the face of change. In the same vein, Dastmalchian et al. (2020) explain that organizational performance reflects the outcomes achieved once the mission, vision, and objectives have been established. Namada (2022) adds that performance gauges efficiency, effectiveness, output, and quality of both services and products offered to the market. Management represents another key concept in this study. Dolan et al. (2020) define management as the planning, organization, direction, and control of human, material, and financial resources to achieve organizational goals effectively. In this sense, managing entails coordinating actions, supervising processes, and ensuring that each area functions coherently with strategic objectives. Strategic management functions as a dynamic and continuous process that integrates the formulation, implementation, and evaluation of organizational strategies. Wheelen et al. (2022) describe it as a system of processes designed to develop, implement, and assess strategies that enable organizations to accomplish long-term objectives. Dolan et al. (2020) emphasize that this process demands a thorough analysis of the environment, the identification of opportunities and risks, and the efficient allocation of resources to secure long-term goals. From a classical perspective, Taylor (1994) argued that managerial success depends on efficiency, standardized processes, and optimal resource use. Although later perspectives have surpassed this mechanistic approach, many of its principles remain relevant, particularly in fields focused on process optimization. In a more contemporary view, Molano (2024) argues that management must go beyond merely technical dimensions and incorporate strategic leadership, assertive communication, and collaborative work—elements that foster innovation, motivation, and commitment among organizational talent. Strategic planning constitutes the first phase of the strategic-management process. Mousa et al. (2024) conceptualize it as a deliberate process that aligns objectives, mobilizes resources, and coordinates actions over time to improve financial and non-financial performance. Theoretically, strategic planning in MSMEs draws on the resource-based view (Barney, 1991) and dynamiccapabilities theory (Teece et al., 1997), which explain how planning contributes to the development of distinctive organizational capabilities that influence performance (Beaver, 2007; Kraus et al., 2006). Its effectiveness increases when environmental analysis, top-management participation, and process formalization remain present. Empirical evidence shows that MSMEs with formal strategic planning: (a) exhibit a 25% higher probability of surviving five years (Perry, 2001), (b) achieve an average sales growth 30% higher (Gibson & Cassar, 2005), and (c) report significantly higher profit margins than those without formal planning (Richbell et al., 2006). Likewise, Dwikat et al. (2022) argue that strategic planning operates systematically and incorporates routines, metrics, and defined cycles. In MSMEs, strategic planning functions as an organizational resource that, when combined with innovation, enhances economic, social, and environmental performance—especially in uncertain GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 114 environments. Keelson et al. (2024) note that performance-oriented planning incorporates competitive analysis and process innovation, contributing to improved results in highly intensive markets. Strategic planning therefore represents a critical factor for MSME competitiveness and sustainability by enabling adaptation, continuous improvement, and the development of sustainable advantages (Ruiz & Delgadillo, 2025; García et al., 2023). Sandoval et al. (2025) show that MSMEs require both planning and strategic management because these processes support top management in making timely decisions, identifying opportunities and challenges, and optimizing financial resources to achieve business sustainability in highly competitive and constantly changing global environments. Their findings indicate that firms that adopt planning and strategic management with a sustainability focus demonstrate greater capacity to address challenges and make decisions that optimize long-term profitability, thereby generating confidence among business owners. The connection among these concepts remains essential for understanding contemporary organizational functioning. Strategy establishes direction and objectives. Management plans, organizes, directs, and executes actions required to materialize that vision. Performance reflects the degree of effectiveness and goal attainment (Maldonado-Mera et al., 2017; Cuello et al., 2020). In other words, strategy defines the what and the why; management, through planning, determines the what and specifies the how; performance reveals how effectively planned actions unfold. Proper alignment among these elements results in more efficient, competitive, and adaptable organizations capable of responding to the challenges of a globalized environment. Understanding strategy, strategic management, strategic planning, and performance becomes indispensable for analyzing how organizations function in dynamic contexts. Strategy helps organizations anticipate and adapt to environmental changes by directing their resources toward sustainable competitive advantages. Performance, for its part, demonstrates the effectiveness of implemented actions. It reflects not only the completion of assigned tasks but also the level of commitment, innovation, and responsiveness of work teams. Finally, management complements resources, coordinates processes, and aligns actions with strategic objectives defined during strategic planning, ensuring that decisions translate into measurable and tangible results. According to the authors reviewed, the interaction among strategy, strategic management, strategic planning, and performance should not be examined in isolation but as a system that systematically drives organizational development. Longitudinal studies confirm that these variables operate as an integrated system in which strategic planning mediates the relationship between top-management strategic orientation and organizational outcomes (Delmar & Shane, 2003; Gruber, 2007). In highly competitive environments, firms that integrate these components effectively respond more rapidly to market demands, innovate in internal processes, and strengthen their positioning. Research on manufacturing and service-sector MSMEs shows that alignment among formal planning, consistent implementation, and performance-measurement systems generates sustainable competitive advantages (Garengo et al., 2005; Hudson et al., 2001). GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 115 Methodology This study employs a qualitative approach (Creswell, 2018) grounded in a case-study analysis of 19 MSMEs operating in the service sector in southern Sonora. The research design follows a descriptive and exploratory orientation and seeks to understand the situation of these firms through a comparative analysis of the selected cases (Hernández et al., 2014). The approach aims to capture a comprehensive view of business practices, strategic responses to environmental conditions, and sectoral competitiveness. The study utilized several instruments for data collection and analysis. Checklists served to evaluate key characteristics of the MSMEs. A SWOT matrix (Strengths, Opportunities, Weaknesses, and Threats) also guided the identification of internal and external factors influencing each firm. The use of the SWOT matrix responded to its adaptability as an environmental-analysis tool, as it “provides an assessment of the firm’s situation by focusing on its internal features and external conditions” (Prieto, 2015, p. 131, cited in Huerta et al., 2023). In addition, qualitative interviews targeted managers or area supervisors in the selected MSMEs, enabling a deeper understanding of established business strategies, corporate decision-making, and managerial perceptions of the environment. The analysis unfolded in three main phases, employing qualitative and comparative techniques to examine the collected data: Thematic coding of strategic variables. The study examined information derived from the applied instruments (checklists, SWOT analysis, identification of competitive advantage, and development of proposed strategies). Comparison of results across the 19 MSMEs. The analysis explored how each firm addressed strategic variables such as organizational philosophy, competitive advantage, and environmental adaptation, which facilitated the identification of significant similarities and differences. Strategy design. Drawing on the SWOT matrices and cross-case comparisons, the study developed a set of improvement strategies for the MSMEs. These strategies aim to leverage organizational strengths, mitigate weaknesses, and capitalize on environmental opportunities. Results This section presents the findings derived from the analysis conducted on the information collected from the 19 MSMEs, organized into tables to facilitate understanding. Table 1 displays the main activities carried out by each firm, highlighting the type of services they offer. Table 1. Main Activities of the MSMEs Studied Company Main Activity Type of Activity Company 1 Business consulting services Services Company 2 Business consulting services Services GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 116 Company Main Activity Type of Activity Company 3 Consulting services and chemical product sales Services and product sales Company 4 Technology consulting services Services Company 5 Financial and accounting services Services Company 6 Financial services Services Company 7 Design and construction services Services and product sales Company 8 Hotel services Services Company 9 Industrial maintenance and repair services Services Company 10 Educational services Services Company 11 Educational services Services Company 12 Educational services Services Company 13 Psychotherapy services Services Company 14 Recycling services Services Company 15 Gastronomic services Services Company 16 Video game development (digital product) Services and product sales Company 17 Industrial maintenance and repair services Services Company 18 Gastronomic services Services Company 19 Dry-cleaning services Services and product sales Note. Prepared by the authors using information from the MSMEs studied. The comparative analysis of the 19 service-oriented MSMEs enabled the identification of differences and similarities based on the checklist results and the SWOT analysis prepared for each organization. This process offered insight into the strategic maturity of each firm and their operational and structural particularities within the service sector. Table 2 presents these elements organized by category. Table 2. Comparative Analysis of MSMEs in the Service Sector in Southern Sonora Company Checklist SWOT Matrix Analysis Company 1 Lack of structure in internal processes. S: Network of institutional alliances with public, private, and academic organizations. O: Industrial digitalization; government support programs. W: Limited operational capacity due to a reduced number of permanent staff. T: Need to reduce dependence on quotas by improving operational efficiency. Company 2 Financial management and staffing require improvement. S: Openness and management capacity. O: Government leverage and diversified support for different sectors. W: High operational costs. T: Dependence on government budgets and fiscal requirements affecting competitive strengthening. Company 3 Sales procedures show limited standardization. S: Specialized niche, service quality, and trained staff. O: Customer consumption trends. W: Insufficient staff; GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 123 organizations analyzed also exhibit strengths related to service quality, customer proximity, and technical specialization—elements that converge with findings from Mousa et al. (2024), who conclude that environmental analysis and the definition of long-term objectives exert a positive influence on financial and non-financial performance. Additionally, the study reveals that MSMEs incorporating higher levels of innovation and digitalization achieve superior growth and competitiveness compared to those operating with more traditional structures. This observation corresponds to the work of Cillo et al. (2022) and Bag et al. (2021), who emphasize the critical role of innovation and knowledge management in organizational sustainability. Similarly, integrating strategic management with social responsibility and sustainability—as proposed by Prieto-Sandoval et al. (2021) and Chong et al. (2022)—expands opportunities for strengthening resilience and reputation. Another key finding highlights the need to formalize strategic-planning processes by adapting methodologies to the size and specific characteristics of MSMEs. This conclusion aligns with Arzola (2021), who argues that designing strategic models tailored to MSMEs enhances their continuity and competitiveness. Research by Prieto-Sandoval et al. (2019) and Chong et al. (2022) further confirms that integrating strategic planning with sustainability and socialresponsibility practices strengthens organizational competitiveness. Taken together, the findings reaffirm what the literature consistently reports: strategic planning significantly influences organizational performance (Okech & Aosa, 2025; Kaplan & Norton, 2020). When combined with innovation, digitalization, and sustainability practices, it can substantially enhance competitiveness and long-term viability. However, its impact on MSMEs depends strongly on managerial capacity to implement planning methodically, dynamically, and in alignment with the constant changes of an uncertain environment. Conclusions This study enabled a comparative analysis of the planning phase within the strategicmanagement process implemented by 19 service-sector MSMEs in southern Sonora. The analysis identified strengths, weaknesses, and common patterns across their organizational practices. The findings reveal that, although most firms maintain formally defined mission and vision statements, these elements often lack updating and fail to align with environmental changes. Such misalignment reduces their adaptive capacity and competitiveness. This result reinforces the need to conceptualize strategic planning as a dynamic and continuous process— rather than an episodic activity—as contemporary models of strategic management in MSMEs assert (Chwolka & Raith, 2012; Stonehouse & Pemberton, 2002). The analysis also showed that the most critical weaknesses relate to limited innovation, insufficient training, and the absence of formalized internal processes, while the most significant threats arise from national economic and regulatory instability. The analysis helped identify areas for improvement and informed the development of strategies aimed at strengthening sustainable competitive advantages. The findings also reaffirm that strategic planning plays a key role in supporting both sustainability and organizational performance in MSMEs, consistent with the arguments of Mousa et al. (2024), Okech and Aosa GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 124 (2025), and Kaplan and Norton (2020). Accordingly, the study addressed the research question, demonstrating that systematic and well-executed strategic planning enhances the capacity of these organizations to compete in dynamic and uncertain environments. The scientific contributions of this study include enriching the literature on strategic management in MSMEs through empirical evidence from the regional context of Sonora; identifying the gap between possessing strategic-planning documents and using them as competitive tools; explaining that this gap emerges primarily from low formalization, limited innovation, and insufficient training; and proposing a practical improvement pathway grounded in empirical evidence to support progress toward greater competitiveness and sustainability (Sandoval et al., 2025). Methodologically, the study contributes by applying a comparative approach that integrates checklists, SWOT matrices, and qualitative interviews to evaluate strategic maturity. Practically, it offers feasible strategy proposals that guide MSMEs toward innovation, digitalization, training, and sustainability as pathways to strengthen competitiveness. Future research should further examine the relationship between strategic planning and the adoption of emerging technologies in MSMEs, as well as the role of sustainability as a mediating variable in organizational performance. Likewise, replicating this study in other economic sectors and regions of the country would help contrast findings and deepen the understanding of the strategic factors that influence competitiveness in these organizations. Ultimately, the evidence confirms that strategic planning must function as a dynamic and adaptive process which, when formalized, enables service-sector MSMEs not only to remain in the market but also to consolidate their position and project themselves competitively toward long-term sustainable development. References Aldehayyat, J. S., & Al Khattab, A. A. (2013). Strategic planning and organisational effectiveness in Jordanian hotels. International Journal of Business and Management, 8(1), 11-25. https://doi.org/10.5539/ijbm.v8n1p11 Analoui, F., & Karami, A. (2002). How chief executives' perception of the environment impacts on company performance. Journal of Management Development, 21(4), 290-305. https://doi.org/10.1108/02621710210430281 GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 125 Arzola, F. (2021). Estrategias y desempeño en micro y pequeñas empresas: evidencia desde México. Revista de Administración, 18(2), 45–62. https://cienciasadmvastyp.uat.edu.mx/index.php/ACACIA/article/view/260 Ayyagari, M., Beck, T., & Demirguc-Kunt, A. (2020). Small and medium enterprises across the globe: Challenges and policy implications. Journal of Small Business Management, 58(2), 123– 145. https://openknowledge.worldbank.org/entities/publication/57c48160-a7ec-500d-a8be0c308037785b Bag, S., Pretorius, J. H. C., Gupta, S., & Dwivedi, Y. K. (2021). Role of industry 4.0 technologies in sustainable manufacturing: A systematic literature review. International Journal of Production Research, 59(5), 1584–1607. https://doi.org/10.1080/00207543.2020.1824085 Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108 Barney, J. B., & Hesterly, W. S. (2020). Strategic management and competitive advantage: Concepts and cases (6th ed.). Pearson. https://api.pageplace.de/preview/DT0400.9781292266961_A37749477/preview9781292266961_A37749477.pdf Beaver, G. (2007). The strategy payoff for smaller enterprises. Journal of Business Strategy, 28(1), 11-17. https://doi.org/10.1108/02756660710723161 Berman, J. A., Gordon, D. D., & Sussman, G. (1997). A study to determine the benefits small business firms derive from sophisticated planning versus less sophisticated types of planning. Journal of Business and Economic Studies, 3(3), 1-11. Blackburn, R. A., Hart, M., & Wainwright, T. (2013). Small business performance: Business, strategy and owner-manager characteristics. Journal of Small Business and Enterprise Development, 20(1), 8-27. https://doi.org/10.1108/14626001311298394 Bracker, J. S., Keats, B. W., & Pearson, J. N. (1988). Planning and financial performance among small firms in a growth industry. Strategic Management Journal, 9(6), 591-603. https://doi.org/10.1002/smj.4250090606 Brinckmann, J., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24-40. https://doi.org/10.1016/j.jbusvent.2008.10.007 Brouthers, K. D., Nakos, G., & Dimitratos, P. (2015). SME entrepreneurial orientation, international performance, and the moderating role of strategic alliances. Entrepreneurship Theory and Practice, 39(5), 1161-1187. https://doi.org/10.1111/etap.12101 GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 126 Chong, H. G., Chen, C. J., & Feng, J. (2022). Strategic planning and organizational performance: The mediating role of absorptive capacity. Journal of Business Research, 139, 1234–1245. https://doi.org/10.1016/j.jbusres.2021.10.045 Chwolka, A., & Raith, M. G. (2012). The value of business planning before start-up: A decisiontheoretical perspective. Journal of Business Venturing, 27(3), 385-399. https://doi.org/10.1016/j.jbusvent.2011.01.002. Cillo, V., Rialti, R., Del Giudice, M., & Usai, A. (2022). Nurturing organizational sustainability through knowledge management: A review of the field and future research directions. Journal of Knowledge Management, 26(2), 285–308. https://doi.org/10.1108/JKM-11-2020-0867 Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative and mixed methods approaches (5th ed.). SAGE Publications Inc. https://books.google.com.mx/books?id=335ZDwAAQBAJ&printsec=frontcover&hl=es#v =onepage&q&f=false Cuello, R. B., Fructus, R. C., & Panduro, J. D. A. (2020). El desempeño laboral desde una perspectiva teórica. Revista de Investigación Valor Agregado, 7(1), 54-60. https://doi.org/10.17162/riva.v7i1.1456 Dangelico, R. M., & Pujari, D. (2021). Mainstreaming green product innovation: Why and how companies integrate environmental sustainability. Journal of Business Ethics, 169(2), 333–352. https://doi.org/10.1007/s10551-019-04337-5 Dastmalchian, A., Bacon, N., Satish, M. & Bayraktar, S. (2020). High Performance Work Systems and Organizational Performance Across Societal Cultures. Jornal of International Business Studies, 51(3), pp. 353-388. https://www.researchgate.net/publication/338923149_Highperformance_work_systems_and_organizational_performance_across_societal_cultures David, F. R., & David, F. R. (2021). Strategic management: A competitive advantage approach, concepts and cases. Pearson. https://dokumen.pub/qdownload/strategic-managementconcepts-and-cases-17-globalnbsped-1292441402-9781292441405.html Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures? Strategic Management Journal, 24(12), 1165-1185. https://doi.org/10.1002/smj.349 Dolan, S., Schuler, R., & Valle, R. (2020). Gestión de los recursos humanos (3ra ed.). McGraw Hill. https://es.scribd.com/document/749570111/Dolan-S-Valle-Cabrera-R-La-Gestion-delos-Recursos-Humanos-Cap-1-1 Dwikat, S. Y., Arshad, D., & Mohd Shariff, M. N. (2022). The influence of systematic strategic planning and strategic business innovation on the sustainable performance of manufacturing SMEs: The case of Palestine. Sustainability, 14(20), 13388. https://doi.org/10.3390/su142013388 GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 127 Fuller-Love, N. (2006). Management development in small firms. International Journal of Management Reviews, 8(3), 175-190. https://doi.org/10.1111/j.1468-2370.2006.00125.x Gandrita, D. M. (2023). Improving strategic planning: The crucial role of enhancing relationships between management levels. Administrative Sciences, 13(10), 1-25. https://doi.org/10.3390/admsci13100211 García, J., Pizarro, A., Barragán, C. & Villarreal, F. (2023). Planeación estratégica para la competitividad de pequeñas y medianas empresas del sector construcción e inmobiliario. Revista De Ciencias Sociales, XXIX(2), 315-326. https://dialnet.unirioja.es/descarga/articulo/8920553.pdf Garengo, P., Biazzo, S., & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International Journal of Management Reviews, 7(1), 25-47. https://doi.org/10.1111/j.1468-2370.2005.00105.x Gibson, B., & Cassar, G. (2005). Longitudinal analysis of relationships between planning and performance in small firms. Small Business Economics, 25(3), 207-222. https://doi.org/10.1007/s11187-003-6458-4 Gobierno de Sonora. (2023). Informe económico y social del Estado de Sonora 2023. Gobierno del Estado de Sonora. https://www.sonora.gob.mx González-Pérez, J., & Vélez-Ocampo, R. (2021). Planeación estratégica y gestión en PYMES mexicanas: un enfoque comparativo. Revista Latinoamericana de Administración, 12(1), 77–95. https://www.researchgate.net/publication/354203946_La_Planeacion_Estrategica_en_la_PY ME Grant, R. M. (2021). Contemporary strategy analysis: Text and cases edition (11th ed.). Wiley. https://books.google.com.mx/books?hl=es&lr=&id=TadJEAAAQBAJ&oi=fnd&pg=PR5& dq=Grant,+R.+M.+(2021).+Contemporary+strategy+analysis:+Text+and+cases+edition+(1 1th+ed.).+Wiley.&ots=oSX9TSkrS6&sig=8VRd1MaHyLp5PtveveBMojVpBk#v=onepage&q&f=false Gruber, M. (2007). Uncovering the value of planning in new venture creation: A process and contingency perspective. Journal of Business Venturing, 22(6), 782-807. https://doi.org/10.1016/j.jbusvent.2006.07.001 Hahn, T., & Figge, F. (2022). Beyond the business case for sustainability: A process view of corporate social responsibility. Academy of Management Review, 47(1), 1–21. https://doi.org/10.5465/amr.2017.0501 Hernández, R., Fernández, C. & Baptista, P. (2014). Metodología de la Investigación (6ta ed.). McGraw Hill, España. https://apiperiodico.jalisco.gob.mx/api/sites/periodicooficial.jalisco.gob.mx/files/metodologi a_de_la_investigacion_-_roberto_hernandez_sampieri.pdf GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 128 Hitt, M. A., Arregle, J. L., & Holmes, R. M. (2021). Strategic management theory in a post‑pandemic and non‑ergodic world. Journal of Management Studies, 58(1), 257–261. https://pmc.ncbi.nlm.nih.gov/articles/PMC7675755/ Hudson, M., Smart, A., & Bourne, M. (2001). Theory and practice in SME performance measurement systems. International Journal of Operations & Production Management, 21(8), 1096-1115. https://doi.org/10.1108/EUM0000000005587 Huerta, S. Y., González, C. F., Mosquera, M. B. & Herrera, D. J. (2023). Estrategias de fortalecimiento basado en la matriz FODA. Caso de estudio de emprendimientos en la zona playera del cantón Salitre, Ecuador. Cofin Habana, 17(1), http://scielo.sld.cu/scielo.php?script=sci_arttext&pid=S207360612023000100009&lng=es&tlng=pt. INEGI. (2023). Estadísticas sobre micro, pequeñas y medianas empresas en México. Instituto Nacional de Estadística y Geografía. https://www.inegi.org.mx INEGI. (2024). Estadísticas a propósito del Día de las Micro, Pequeñas y Medianas Empresas (mipymes). Comunicado 383/24. Instituto Nacional de Estadística y Geografía. https://www.inegi.org.mx/contenidos/saladeprensa/aproposito/2024/EAP_MIPYMES24.pd f Jiménez-Barragán, A., & Fuentes-Calle, G. (2024). Planificación estratégica de las pymes como determinante del éxito: Una revisión de la literatura. Revista de Estudios Económicos y Empresariales, 36, 95-112. https://dehesa.unex.es/server/api/core/bitstreams/223e360d-fee641b3-84dd-a37852eccf91/content Kaplan, R. S., & Norton, D. P. (2020). The balanced scorecard: Translating strategy into action. Harvard Business School Press. https://www.google.com.mx/books/edition/The_Balanced_Scorecard/0tjRLqFH830C?hl=e s&gbpv=1&dq=Kaplan,+R.+S.,+%26+Norton,+D.+P.+(2020).+The+balanced+scorecard: +Translating+strategy+into+action.+Harvard+Business+School+Press.&printsec=frontcove r Keelson, S. A., Cúg, J., Amoah, J., Petráková, Z., Addo, J. O., & Jibril, A. B. (2024). The influence of market competition on SMEs’ performance in emerging economies: Does process innovation moderate the relationship? Economies, 12(11), 1-19. https://doi.org/10.3390/economies12110282 Kotey, B., & Folker, C. (2007). Employee training in SMEs: Effect of size and firm type—Family and nonfamily. Journal of Small Business Management, 45(2), 214-238. https://doi.org/10.1111/j.1540-627X.2007.00210.x GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 129 Kraus, S., Harms, R., & Schwarz, E. J. (2006). Strategic planning in smaller enterprises: New empirical findings. Management Research News, 29(6), 334-344. https://doi.org/10.1108/01409170610683851 López, P. A. (2013). Una Aproximación al campo del estudio del pensamiento estratégico desde las publicaciones académicas: de lo predecible a lo emergente. Revista Facultad de Ciencias Económicas: Investigación y Reflexión, 1, 217-241. https://www.redalyc.org/pdf/909/90928088012.pdf Lozano, R. (2020). Analysing the use of tools, initiatives, and approaches to promote sustainability in corporations. Corporate Social Responsibility and Environmental Management, 27(2), 982–998. https://doi.org/10.1002/csr.1860 Lukac, E., & Frazier, D. (2012). Linking strategy to value. Journal of Business Strategy, 33(4), 49-57. https://www.emerald.com/jbs/article-abstract/33/4/49/198562/Linking-strategy-tovalue?redirectedFrom=fulltext Maldonado-Mera, B., Espinosa, K. B., & Cabrera, J. B. (2017). Análisis dimensional del concepto de estrategia. Revista Ciencia UNEMI, 10(25), 25–35. https://doi.org/10.29076/issn.25287737vol10iss25.2017pp25-35p Miller, C. C., & Cardinal, L. B. (1994). Strategic planning and firm performance: A synthesis of more than two decades of research. Academy of Management Journal, 37(6), 1649-1665. https://journals.aom.org/doi/abs/10.5465/256804 Molano, É. R. (2024). Gestión estratégica y liderazgo en organizaciones. Editorial Académica. https://cadenaser.com/castillalamancha/2025/04/21/organizaciones-mas-humanas-enmedio-de-la-incertidumbre-radio-albacete/?utm_source= Mousa, K., Ali, K. & Gurler, S. (2024). Strategic Planning and Organizational Performance: An Empirical Study on the Manufacturing Sector. Sustainability, 16(15), 66-90. https://doi.org/10.3390/su16156690 Namada, J. M. (2022). Strategic Planning Techniques and Firm Performance in Export Processing Zones in Kenya. DBA Africa Management Review, 12(1), 62-74. https://uonjournals.uonbi.ac.ke/ojs/index.php/DBAAMR/article/view/944/851 Neely, A., Gregory, M., & Platts, K. (2021). Performance measurement system design: A literature review and research agenda. International Journal of Operations & Production Management, 41(2), 115–142. https://doi.org/10.1108/IJOPM-12-2019-0919 O'Regan, N., & Ghobadian, A. (2002). Formal strategic planning: The key to effective business process management? Business Process Management Journal, 8(5), 416-429. https://doi.org/10.1108/14637150210449102 GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 130 OECD. (2019). OECD SME and Entrepreneurship Outlook 2019. OECD Publishing. https://www.oecd.org/en/publications/2019/05/oecd-sme-and-entrepreneurship-outlook2019_7083aa23.html OECD. (2021). OECD SME and Entrepreneurship Outlook 2021. OECD Publishing. https://doi.org/10.1787/97a5bbfe-en Okech, O. E., & Aosa, E. (2025). Strategic Planning and Sustainable Organizational Performance. European Journal of Business and Strategic Management, 10(2), 33–55. https://www.researchgate.net/publication/390094801_Strategic_Planning_and_Sustainable_ Organizational_Performance Ortiz-de-Mandojana, N., & Bansal, P. (2016). The long-term benefits of organizational resilience through sustainable business practices. Strategic Management Journal, 37(8), 1615–1631. https://doi.org/10.1002/smj.2410 Pedraza, E., Amaya, G., & Conde, M. (2010). Desempeño laboral y estabilidad del personal administrativo contratado de la Facultad de Medicina de la Universidad del Zulia. Revista de Ciencias Sociales, 16(3), 493–505. https://ve.scielo.org/scielo.php?script=sci_arttext&pid=s1315-95182010000300010 Perry, S. C. (2001). The relationship between written business plans and the failure of small businesses in the U.S. Journal of Small Business Management, 39(3), 201-208. https://doi.org/10.1111/1540-627X.00019 Prieto-Sandoval, V., Jaca C., Santos, J., Baumgartner, R. & Ormazabal, M. (2019). Key strategies, resources, and capabilities for implementing circular economy in industrial small and medium enterprises. Corporate Social Responsibility and Environmental Management, 26(6), 1473–1484. https://doi.org/10.1002/csr.1761 Richbell, S. M., Watts, H. D., & Wardle, P. (2006). Owner-managers and business planning in the small firm. International Small Business Journal, 24(5), 496-514. https://doi.org/10.1177/0266242606067275 Rue, L. W., & Ibrahim, N. A. (1998). The relationship between planning sophistication and performance in small businesses. Journal of Small Business Management, 36(4), 24-33. https://www.semanticscholar.org/paper/The-Relationship-between-Planning-Sophisticationin-Rue-Ibrahim/3daa9377a36934a8378d58b9f25ef3cffdbf84a2 Ruiz, A. & Delgadillo, P. (2025). Estrategias de planeación estratégica para el fortalecimiento de la competitividad en las PYMEs. Revista Iberoamericana de Producción Académica y Gestión Educativa, 12(23), 48-77. https://www.pag.org.mx/index.php/PAG/article/view/936/1417 Sandada, M., Pooe, D., & Dhurup, M. (2014). Strategic planning and its relationship with business performance among small and medium enterprises in South Africa. International GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 131 Business & Economics Research Journal, 13(3), 659-670. https://doi.org/10.19030/iber.v13i3.8602 Sandoval, S., Ramírez, V. & Hernández B. (2025). La planeación y gestión estratégica como medios para la sostenibilidad empresarial. RIDE. Revista Iberoamericana para la Investigación y el Desarrollo Educativo, 15(28), 1–18. https://doi.org/10.23913/ride.v16i31.2510 Schwenk, C. R., & Shrader, C. B. (1993). Effects of formal strategic planning on financial performance in small firms: A meta-analysis. Entrepreneurship Theory and Practice, 17(3), 5364. https://doi.org/10.1177/104225879301700304 Secretaría de Economía. (2023). Política industrial y fomento a las MiPyMEs. Gobierno de México. https://www.gob.mx/se Shrader, C. B., Mulford, C. L., & Blackburn, V. L. (1989). Strategic and operational planning, uncertainty, and performance in small firms. Journal of Small Business Management, 27(4), 4560. https://www.semanticscholar.org/paper/Strategic-and-Operational-Planning%2CUncertainty%2C-in-Shrader-Mulford/0c79cf7a264ac2545296fd682842e3d308f7bb74 Stonehouse, G., & Pemberton, J. (2002). Strategic planning in SMEs: Some empirical findings. Management Decision, 40(9), 853-861. https://doi.org/10.1108/00251740210441072 Taylor, F. W. (1994). Principios de la administración científica. Editorial Limusa. https://es.scribd.com/document/474728111/CONCEPTO-DE-GESTION?utm_source= Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. https://doi.org/10.1002/(SICI)10970266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z Terziovski, M. (2010). Innovation practice and its performance implications in small and medium enterprises (SMEs) in the manufacturing sector: A resource‐based view. Strategic Management Journal, 31(8), 892-902. https://doi.org/10.1002/smj.841 Tiburcio-Sánchez, M. L., Lozano-Montero, E. & Godínez-López, R. (2023). La Digitalización de las MiPyMEs: caso de estudio Guanajuato-Jalisco. Ciencias administrativas teoría y praxis, 19(1), 90-100. https://doi.org/10.46443/catyp.v19i1.322 United Nations. (2020). The Sustainable Development Goals Report 2020. United Nations. https://unstats.un.org/sdgs/report/2020/ Wang, C., Walker, E. A., & Redmond, J. L. (2007). Explaining the lack of strategic planning in SMEs: The importance of owner motivation. International Journal of Organisational Behaviour, 12(1), 1-16. https://ro.ecu.edu.au/cgi/viewcontent.cgi?article=2453&context=ecuworks Wheelen, T. L., Hunger, J. D., Hoffman, A. N., & Bamford, C. E. (2022). Strategic management and business policy: Globalization, innovation, and sustainability (16th ed.). Pearson. GECONTEC: Revista Internacional de Gestión del Conocimiento y la Tecnología. ISSN 2255-5684 Navarro Arvizu, E.M., Miranda Pablos, F.M., Wendlandt Amézaga, T.R., González Navarro, N.E. and Aceves López, J.N. 13(2). 2025 132 https://api.pageplace.de/preview/DT0400.9781292727417_A47132576/preview9781292727417_A47132576.pdf World Bank. (2020). Small and Medium Enterprises in the Pandemic: Impact, responses and the role of development finance. World Bank Group. https://documents1.worldbank.org/curated/en/729451600968236270/pdf/Small-andMedium-Enterprises-in-the-Pandemic-Impact-Responses-and-the-Role-of-DevelopmentFinance.pdf World Bank. (2023). Mexico Country Economic Memorandum: Leveraging GVCs for Productivity. World Bank Group. https://documents1.worldbank.org/curated/en/099051623222013781/pdf/P177889077ff4b0 f80b42d01ccdb32cd07e.pdf