Performance measurement system for international SMEs in the Chilean manufacturing industry

Abstract

This doctoral thesis analyses how performance measurement systems (PMS) can be strategically configured to drive sustainability and competitiveness in international manufacturing small and medium-sized enterprises (SMEs) in Chile. Using a qualitative approach guided by abductive reasoning, it seeks to understand the organisational processes that enable management practices to be aligned with sustainable and value-creating objectives in a demanding and globalised industrial environment. First, it examines the role of strategic outsourcing and collaborative supply chain management as mechanisms for generating sustainable value. Through case studies of Chilean SMEs in the manufacturing sector, critical factors such as inter-organisational trust, strategic alignment with suppliers, and the complementary use of formal and informal contracts are identified. It is concluded that collaborative relationships based on shared values enable the economic, social and environmental impact of outsourcing decisions to be amplified. Secondly, the design of specific performance measurement systems for internationally oriented SMEs is addressed. The research proposes flexible configurations that integrate financial and non-financial indicators, adapted to the internal capabilities and competitive context of each organisation. It shows that customised SMDs make it possible to anticipate risks, improve strategic decision-making, and overcome structural limitations typical of SMEs, strengthening their position in global markets. Thirdly, the role of management control systems in Chilean cooperatives is analysed, highlighting their function as tools for sustainability, innovation and ethical governance. Through the study of cooperatives in various sectors, it is demonstrated that these systems not only serve to monitor performance, but also enable democratic participation, promote internal social responsibility and generate accountability structures consistent with cooperative principles. Across the board, the findings reflect that manufacturing organisations that integrate collaborative practices, sustainable principles and adaptive measurement systems achieve better economic, environmental and social performance. The importance of considering cultural, organisational and sectoral factors when designing and implementing performance control and measurement tools is also highlighted. This research contributes to the field of management accounting and sustainability by providing empirical evidence and practical guidance for the redesign of control systems in hybrid and internationalised organisations. It concludes that SMDs should be configured as dynamic systems with the capacity for learning, interaction and adaptation, integrating multiple dimensions of performance in line with contemporary strategic challenges.