VALIDATION OF AN INSTRUMENT FOR ASSESSING COMPETITIVE STRATEGIES IN SMALL AND MEDIUM ENTERPRISES

Resumen

ABSTRACT: This study aimed to develop and validate an instrument for assessing competitive strategies in small and medium-sized enterprises (SMEs). The methodological approach involved three complementary stages: theoretical alignment, content validation by experts, and empirical validation through a pilot test. The instrument was structured into five dimensions — competitive strategy, dynamic capabilities, contingency factors, performance, and internationalization — reflecting the main constructs of strategic management literature. The results demonstrated satisfactory internal consistency (Cronbach’s Alpha > 0.70) and a robust factorial structure, confirming the theoretical coherence of the proposed model. The pilot application also revealed the need to adapt the language and structure of the items to the specific characteristics of SMEs, ensuring clarity and practical relevance. Beyond statistical validation, the instrument provides practical implications for strategic management in SMEs. It enables managers to diagnose their competitive positioning, identify capability gaps, and align resources with environmental contingencies to enhance long-term performance. For consultants and researchers, it offers a standardized and empirically grounded tool for comparative analysis, benchmarking, and longitudinal studies of SME competitiveness. The results indicate that SMEs predominantly adopt differentiation and innovation strategies, but also recognize the importance of cost leadership and focus approaches. Overall, the instrument stands as a valid and applicable framework for strategic diagnosis and decision support, contributing to both academic research and managerial practice in the SME sector.