Social Representations and Organizational Management in MSMEs in Sincelejo, Colombia: A Study Beyond Theory

Abstract

This article aims to analyze potential factors related to social representations of organizational management that may be contributing to the economic stagnation of micro, small, and medium enterprises (MSMEs). Theoretical Framework: Social representations are examined drawing on the contributions of Moscovici (1979), Jodelet (2002), and Farr (1986). Organizational management is grounded in the postulates of David (2003). The study is situated within the qualitative paradigm and is underpinned by an interpretative methodological approach. It was observed that organizational management practices among micro, small, and medium entrepreneurs are limited. Based on descriptions of their social representations, respondents associate the concept with terms such as order, control, objectives, planning, development, quality, processes, loyalty, growth, efficiency, and responsibility. This suggests that they frame the business process through constructs generated by their mental representations. A significant influence of these representations on various aspects of the enterprise and on the conduct of organizational activities was identified, which is reflected in business outcomes. Regarding the impact of social representations on organizational management, findings indicate that planning emerges as the most frequently cited social representation of organizational management. This research delves into how managers’ perceptions and social representations influence diverse management processes within MSMEs in Sincelejo—a topic scarcely addressed through qualitative methodologies in this local context.