Modelo integrador de competitividad para PYMEs: asociatividad, inteligencia Estratégica y transformación digital

Abstract

SMEs in contexts such as Argentina operate under a challenging combination: high macroeconomic volatility and technology that arrives late, is expensive, or simply never arrives at all. This article proposes a model that integrates four variables: territorial association, value chain positioning, management training, and strategic intelligence, as interdependent dimensions, as addressing them in isolation is precisely what fails to yield results. The research combines narrative literature review with action research. Fieldwork was conducted in Greater La Plata: interventions were conducted with the region's SME Consortium, which brings together over 54 professionals and a growing group of industrial firms, alongside a longitudinal study of Radha Colors between December 2024 and January 2026. The data reveals that technological gaps are not closed through isolated operational improvements. Sustained change is driven by the organization's capacity to absorb external knowledge and transform it into its own practices. In the documented cases, university collaboration was the channel through which knowledge and technology flowed (resources these companies could not have generated on their own), resulting in tangible gains in productivity and their standing within the value chain.