Innovation Management, Process Maturity, and Competitiveness in SMEs: A PLS-SEM Approach in Emerging Economies
DOI:
https://doi.org/10.31637/epsir-2026-2967Keywords:
Innovation management, Process maturity, Organizational competitiveness, SMEs, PLS-SEMAbstract
Introduction: In highly competitive and resource-constrained environments, small and medium-sized enterprises (SMEs) face the challenge of developing organizational capabilities to sustain competitiveness. In this context, innovation management and process maturity emerge as key mechanisms for explaining organizational performance, particularly in emerging economies. Methodology: A quantitative explanatory approach was adopted using structural equation modeling (PLS-SEM). The sample consisted of SMEs operating in a regional context within an emerging economy, with 160 individual observations collected from multiple informants per organization. A Likert-type instrument was used, and bootstrapping with 5,000 subsamples was applied. Results: Significant positive relationships were identified between innovation management and process maturity (β = 0.682), innovation and competitiveness (β = 0.421), and process maturity and competitiveness (β = 0.356). A partial mediating effect was also observed (β = 0.243), along with adequate explanatory power (R² = 0.587). Discussion: Innovation impacts competitiveness more effectively when aligned with structured organizational processes. Conclusions: SME competitiveness depends on the integration of innovation and process maturity, supporting a systemic organizational approach applicable to emerging economies.
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