Cultural change strategies to improve the performance of medium-sized companies in the La Maná canton
Keywords:
Organizational culture, cultural change, operational efficiency, organizational climate, SMEsAbstract
In a dynamic environment, medium-sized companies in the canton of La Maná (Cotopaxi) face challenges stemming from economic, technological, and social changes that demand cultural adaptations to improve performance. This study analyzes the relationship between cultural change strategies such as leadership and recognition—and two key indicators: operational efficiency and organizational climate. Using a non-experimental correlational design and a convenience sample of 80 employees across four companies, a Likert-scale questionnaire was applied, with internal reliability confirmed through Cronbach’s alpha ranging from 0.70 to 0.82. Although gender heterogeneity across work areas was confirmed, no significant correlations were found between the proposed variables (cultural change, leadership, recognition) and the analyzed indicators, suggesting that these practices alone do not explain organizational performance. The findings highlight the need to consider factors such as institutional support and the sensitivity of the instruments used, recommending integrated human resource management approaches that combine leadership, communication, and reward systems. Additionally, the study provides useful insights for designing inclusive policies, improving diagnostic tools, and developing programs that strengthen the effectiveness of Ecuadorian medium-sized enterprises.
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