Design and Validation of a Diagnostic Instrument of Management Competencies for Rural MSMEs: The Case of the Agave Route of Jalisco

Design and Validation of a Diagnostic Instrument of Management Competencies for Rural MSMEs: The Case of the Agave Route of Jalisco

Francisco Javier Maldonado Virgen, Carola Flores Solórzano

Universidad de Guadalajara/Centro Universitario de los Valles

DOI: https://dx.doi.org/10.47772/IJRISS.2025.906000383

Received: 13 June 2025; Accepted: 18 June 2025; Published: 18 July 2025

ABSTRACT

This study aimed to design and validate a contextualized diagnostic instrument to evaluate the management competencies of micro and small enterprises (MiPymes) located in the Ruta Agavera of Jalisco, Mexico. Grounded in a critical and context-sensitive theoretical framework, the instrument integrates six dimensions: strategic, organizational, communicational, ethical-emotional, adaptive, and digital competencies.

The validation process employed a dual methodology, combining expert judgment through the Delphi technique with a pilot application in three rural municipalities. Results confirmed strong content validity (CVR ≥ 0.78) and factorial adequacy (KMO = 0.67; Bartlett’s test p < 0.001), supporting its structural feasibility. Additionally, a qualitative validation with 10 entrepreneurs revealed that the instrument is precise, contextually relevant, and practically useful as a self-assessment and reflection tool. Participants suggested enhancements in terminology and called for the inclusion of community engagement and resilience elements.

Overall, the instrument demonstrates solid conceptual and practical alignment with the realities of rural entrepreneurship. It is a valuable tool for organizational diagnosis, training program design, and the formulation of inclusive, evidence-based development policies in rural territories.

Keywords: Management competencies; rural MSMEs; Agave Route; instrument validation; contextual leadership.

INTRODUCTION

Despite the sustained growth of the tequila industry and the recognition of the Agave Route as a UNESCO World Heritage Site since 2006, Deep-seated structural inequalities persist among the economic actors that comprise it. Micro and small enterprises (MSMEs), which represent 94.3% of establishments in Jalisco (INEGI, 2023), face critical challenges related to informality, low institutionalization, the low educational level of their leaders, and weak articulation in collaboration networks. This situation compromises business sustainability, territorial inclusion, and regional competitiveness (Tequila Regulatory Council [CRT], 2023).

In particular, business mortality is an alarming indicator: between May 2019 and May 2023, more than 1.4 million micro and small enterprises (MSMEs) closed in Mexico. In the state of Jalisco alone, annual closure rates for manufacturing and commercial microenterprises exceeded 17% (INEGI, 2023). In addition, 51.8% of the personnel employed in microenterprises only have basic education, while 3.6% lack formal schooling (INEGI, 2023), which limits the development of critical skills for business management.

At the theoretical level, the evolution of the study of managerial competencies has shifted from models focused on individual traits (Boyatzis, 1982) to integrative approaches that encompass emotional, ethical, and contextual aspects (Goleman, 1998; Kulović, Đorđević, & Vučković, 2020). However, there is a significant gap between these conceptual frameworks and their practical applicability in companies with a low degree of formalization, as is the case with the Jalisco agave ecosystem (Maldonado Virgen, 2024). Added to this is the scarcity of validated diagnostic instruments that allow for evaluating, in an objective and contextualized manner, the level of performance in strategic, organizational, communicational, ethical-emotional, and adaptive management competencies.

A review of international experiences reveals that this lack is not exclusive to Mexico. In the wine region of Mendoza, Argentina, similar structural limitations have been identified in family microenterprises, where the instruments applied lack psychometric validation and do not assess managerial competencies (Carrizo & Bonano, 2021). In Tuscany, Italy, recognized for its winemaking heritage, the predominant studies focus on sustainability and economic impact (Scaramuzzi et al., 2020), but not on adaptive leadership models. Likewise, in Valle de Guadalupe, Baja California, analyses on the professionalization of wine tourism focus on financial management and customer experience but lack validated tools to measure the competencies of the business community (Aldape-Barrios & Lozano-González, 2022).

This review highlights a relevant methodological gap: the absence of diagnostic instruments specifically designed and validated for rural, tourism, and heritage contexts. In this sense, the construction of a rigorous, contextualized, and culturally relevant measurement tool is imperative for organizational strengthening, evidence-based decision-making, and the design of pertinent training programs (Barnard, 1938; Pérez López, 1993; OECD, 2021).

This panorama reveals a significant gap: there are no validated instruments that measure contextualized management competencies for micro and small enterprises in rural and heritage areas. Therefore, designing and validating an instrument adapted to the Agave Route is scientifically novel and methodologically necessary. Not only could it fill a gap in the region, but it could also provide a framework that can be replicated in other heritage scenarios.

In this context, it is essential to examine the structural causes that limit the professionalization and sustainability of MSMEs in the agave ecosystem, particularly in terms of developing management skills that enable them to address contemporary challenges effectively. Despite the region’s rich heritage and tourism dynamism, a critical gap persists between theoretical models of leadership and management and their practical applicability in companies characterized by informality and limited institutionalization. This situation raises substantive questions about how to diagnose these competencies in a rigorous and contextualized way, and what methodological tools could contribute to their strengthening. Under this premise, the following statement of the problem is formulated:

How is the performance of management competencies manifested in the entrepreneurs of micro and small enterprises of the Agave Route of Jalisco, and what priority dimensions should be strengthened through a contextualized and validated diagnostic instrument?

Research Sub-Questions

1. What management skills are most critical for organizational strengthening in MSMEs located in tourist and heritage territories such as the Agave Route?
2. What are the main structural and formative weaknesses that affect the performance of local entrepreneurs in strategic, organizational, communicational, ethical-emotional, and adaptive dimensions?
3. What theoretical and methodological references allow the design of a reliable and valid diagnostic instrument to assess management competencies in this context?
4. What criteria should be considered to adapt a measurement instrument to the sociocultural and productive reality of rural MSMEs linked to tourism and the agave chain?

Justification

This research project addresses the urgent need to enhance business management capacities in micro and smallenterprises (MSMEs) located along the Agave Route in the state of Jalisco, a region of high symbolic, economic, and patrimonial significance for Mexico. In an environment characterized by structural inequality, operational informality, and exclusion from training processes, it is crucial to develop diagnostic tools that enable the evaluation and professionalization of local entrepreneurship from a contextualized, ethical perspective, with a focus on sustainability. The consolidation of a validated instrument to measure management competencies in this sector represents not only a methodological contribution to the academic literature but also a strategic intervention aimed at promoting equitable territorial development.

This project aligns with the humanistic, inclusive, and epistemic justice vision promoted by the National Strategic Programs (PRONACES) of the National Council of Humanities, Sciences, and Technologies (CONAHCyT), particularly with the axes of Agri-food and Socio-ecological Systems. The research aims to strengthen the organizational capacities of MSMEs embedded in agro-industrial value chains, such as the agave-tequila sector, through an approach that recognizes the diversity of local knowledge and promotes self-management processes within businesses. In this way, progress is made towards constructing collective well-being based on applied education, the participation of historically marginalized actors, and the cultural relevance of training instruments.

Likewise, the proposal is directly articulated with the United Nations 2030 Agenda, as it affects several Sustainable Development Goals (SDGs). First, it contributes to SDG 8, “Decent work and economic growth”, by promoting the professionalization of entrepreneurship and improving employability, productivity, and regulatory compliance conditions in rural and tourism contexts. Second, it is linked to SDG 9, “Industry, innovation and infrastructure”, by promoting organizational innovation, the adoption of good management practices, and the access of MSMEs to value networks with a higher degree of competitiveness. Finally, it has a positive impact on SDG 12, “Responsible production and consumption”, by promoting a business culture oriented towards operational efficiency, environmental sustainability, and social responsibility.

In short, this research not only addresses a theoretical-methodological gap identified in the literature on managerial competencies in rural heritage contexts but also presents a high-impact, transformative proposal for strengthening local capacities, reducing inequalities, and constructing fairer, more ethical, and sustainable business models in Mexico.

THEORETICAL FRAMEWORK

1. Territorial complexity and the need for management skills

The growing complexity of the business environment, particularly in rural and patrimonial contexts such as the Agave Route in the state of Jalisco, has underscored the need to enhance management skills among micro and small enterprise entrepreneurs (MSMEs). These competencies, understood as the articulation between knowledge, skills, attitudes, and values applied to the exercise of management, constitute a key factor for sustainability, innovation, and organizational adaptability (Boyatzis, 1982; Dirani, Nafukho, & Wang, 2020). In the face of dynamics such as tourism seasonality, agro-industrial dependence, and structural inequality, developing managerial capacities is essential to ensure economic viability and effective organizational governance.

2. From functional models to contextualized leadership

Historically, managerial competencies have evolved from models focused on individual traits to more integrative and contextual approaches. Robert Boyatzis (1982) was one of the first to define competencies as underlying characteristics linked to superior performance, an approach later expanded by Daniel Goleman (1998), who introduced emotional intelligence as the axis of effective leadership. More recently, Kulović, Đorđević, and Vučković (2020) incorporate adaptive, digital, and ethical competencies, highlighting their relevance in uncertain and multicultural environments.

This theoretical transition has not only enriched the conceptualization of competencies but has also highlighted the need for instruments that measure them with contextual validity. In regions such as the Agave Route, where business leadership is exercised through empirical practice and in conditions of low formalization, universal models must be adapted to capture the specific dimensions of the rural, heritage, and tourist environment.

3. Chester I. Barnard’s Leadership Roles: An Ethical Platform

Along these lines, Chester I. Barnard’s (1938) theory of managerial functions becomes valid by providing a normative and ethical framework for understanding managerial action. Barnard proposed that effective leadership rests on four fundamental functions: the formulation of a common purpose, the creation of an effective communication system, the maintenance of organizational morale, and the exercise of legitimate authority. These functions, far from being merely technical, refer to an ethic of conscious cooperation and a legitimacy based on the voluntary acceptance of authority.

This approach is highly relevant to the case of agave MSMEs, where the figure of the entrepreneur not only fulfills operational functions but also embodies relational, community, and symbolic leadership. The Barnardian framework, therefore, allows the notion of competence to be enriched with organizational, moral, and communicational dimensions that are usually absent in traditional functionalist models.

The six key competencies for the agave ecosystem

Based on the integration of the revised theoretical frameworks and their adaptation to the specific context of MSMEs in the Agave Route, six key competencies are proposed as structuring axes of the diagnostic instrument:

Strategic competition

It refers to the entrepreneur’s ability to formulate objectives aligned with the environment, assess risks and opportunities, and integrate contextual information for decision-making (Katz, 1974; Kulović et al., 2020). In the agave ecosystem, this implies considering factors such as agro-industrial cycles, tourism dynamics, regulatory frameworks, and emerging consumption trends (Cardona, Chinchilla & García-Lombardía, 2001).

Organizational competence

It involves properly structuring the company, implementing administrative control mechanisms, and promoting continuous improvement processes. In many rural MSMEs, intuitive and empirical management prevails, often lacking clear definitions of functions or basic tools such as manuals, indicators, or accounting records (Díaz, 2007; Camarena Adame & Saavedra García, 2018). Strengthening this competence fosters professionalization and operational efficiency (Ahmed, Mohamad, & Mohammad, 2021).

Communication competence

It is central to generating internal cohesion, negotiating with external actors, transmitting the business visión, and managing conflicts. Classical and contemporary studies—from Barnard (1938) to Goleman (1998) and Avolio & Gardner (2005)—agree that effective communication is a constitutive element of leadership legitimacy. In contexts such as the Agave Route, where social relations are closely tied to economic activity, this competition assumes a strategic value.

Ethical-emotional competence

Inspired by humanistic approaches (Pérez López, 1993), this competence integrates decision-making with social responsibility, emotional management in the face of pressure scenarios, and the construction of trust within both the company and its community. Recent research highlights that ethical coherence, empathy, and authenticity are key pillars of transformational leadership in contexts characterized by high social interaction (Greenleaf, 1994; Ngayo Fotso, 2021; Pablos-Heredero et al., 2021).

Adaptive competence

It refers to the entrepreneur’s ability to face change, transform challenges into opportunities, and incorporate organizational learning and adaptation. In scenarios characterized by regulatory volatility, health crises, or market fluctuations, this competition is crucial for ensuring the business’s resilience and sustainability (Maduka et al., 2018; Sanrattana, 2021; Dirani et al., 2020).

Digital competence

Digital competence encompasses the ability to utilize technological tools that enhance productive, administrative, and commercial processes. It encompasses everything from utilizing social networks for tourism promotion to managing systems, e-commerce, basic data analytics, and strategic digital presence. Its development increases visibility, improves customer relations, and strengthens information-based decision-making (OECD, 2021; Díaz, 2023). In the case of agave MSMEs, digitalization offers a means to access markets, innovate in tourism experiences, and enhance operational efficiency.

These six competencies—strategic, organizational, communicational, ethical-emotional, adaptive, and digital—make up the archetype of contextualized, legitimate, and sustainable business leadership. Its evaluation, conducted through a validated instrument, will generate relevant training interventions, strengthen the capacity for business self-management, and consolidate territorial development processes with a focus on identity and competitiveness.

Figure 1. Conceptual Model of Management Competencies for MSMEs of the Agave Route

The figure presents a conceptual model comprising six key competencies that structure the diagnosis of managerial performance in micro and small enterprises located in rural and patrimonial contexts, such as the Agave Route of Jalisco. These competencies—strategic, organizational, communicational, ethical-emotional, adaptive, and digital—were selected based on a rigorous theoretical and empirical review, and are interrelated on a continuum that goes from the individual dimension to the organizational dimension.

The vertical interpretative axis illustrates this progression, starting from personal skills, such as ethical and emotional management, or the ability to adapt, to competencies that configure organizational structures, including strategic planning, administrative management, and the digitalization of processes. The arrows between each component symbolize their interdependent nature and their sequential articulation within the directive praxis.

Finally, the side box highlights the diagnostic purpose of the model: to provide an analytical and training tool that allows for evaluating the level of performance of entrepreneurs, detecting areas for improvement, and designing pertinent, culturally contextualized organizational strengthening programs aimed at promoting territorial sustainable development.

General objective

To design and validate a contextualized diagnostic instrument that allows evaluating the performance of management competencies —strategic, organizational, communicational, ethical-emotional, adaptive and digital— in micro and small business entrepreneurs of the Agave Route of Jalisco, to identify priority areas for improvement and contribute to organizational strengthening, territorial sustainability and the professionalization of business leadership.

Specific objectives

1. To characterize the current profile of management skills in MSME entrepreneurs located in the Agave Route, considering the particularities of the rural, tourist, and heritage environment.
2. Identify the relevant theoretical and methodological frameworks that support the incorporation of strategic, organizational, communicational, ethical-emotional, adaptive, and digital dimensions in the evaluation of managerial performance.
3. Design a structured diagnostic instrument based on valid and culturally relevant indicators that allow the level of development in each competency to be objectively measured.
4. Validate the instrument through expert judgment and preliminary psychometric analysis, guaranteeing its reliability, conceptual clarity, and applicability to the context of agave MSMEs.

METHODOLOGY

This research is framed in a mixed-methods approach, with a quantitative predominance, complemented by qualitative elements in the exploratory phase and conceptual construction. This is a non-experimental, cross-sectional study with an exploratory-descriptive scope, whose purpose is to design and validate a diagnostic instrument that allows evaluating the level of performance of management competencies in micro and small enterprise entrepreneurs (MSMEs) located in the Agave Route of the state of Jalisco. This methodology addresses the need to generate applicable and situated knowledge, aligning with the transformative research approach promoted by the National Strategic Programs of CONAHCyT (2021), particularly in the areas of agri-food and socio-ecological systems.

The methodological design was structured in three interrelated phases. The first phase involved reviewing and theoretically systematizing models of managerial competencies, leadership functions, and sustainable organizational practices in rural and heritage contexts. In this stage, six fundamental dimensions were identified for the exercise of management in MSMEs in the region: strategic, organizational, communicational, ethical-emotional, adaptive, and digital (Boyatzis, 1982; Goleman, 1998; Kulović, Đorđević & Vučković, 2020). Likewise, the normative principles proposed by Barnard (1938) regarding the legitimacy of leadership, moral authority, and conscious cooperation were incorporated as structuring axes of business management with an ethical sense.

The second phase focused on designing and validating the measurement instrument. A structured, five-point Likert-type questionnaire was developed, consisting of items distributed according to the six identified competencies. Each dimension was operationalized through indicators derived from both specialized literature and empirical findings in similar studies applied to rural MSMEs in Latin America (Carrizo & Bonano, 2021; Aldape-Barrios & Lozano-González, 2022). To ensure the validity of the content, the instrument was subjected to expert judgment using the Delphi technique in two rounds, involving specialists in business management, territorial development, entrepreneurial education, and sustainable tourism.

The validation was complemented by the calculation of the modified Lawshe Content Validity Index (CVI), as recommended in psychometric validation processes for educational and organizational instruments (Hernández Sampieri et al., 2014; Zamorano et al., 2018). Additionally, a qualitative validation phase was included, involving interviews with rural entrepreneurs to assess the clarity, contextual relevance, and practical applicability of the instrument’s items. In the third phase, the instrument was piloted with a non-probabilistic and intentional sample of at least 30 MSME entrepreneurs located in the municipalities that comprise the Agave Route (Tequila, Amatitán, Magdalena, among others). This sample was selected considering the diversity of lines of business (tourism, agribusiness, services) and levels of formalization. The data collected were systematized on a quantitative basis and analyzed using descriptive statistics (means, frequencies, standard deviations) and exploratory inferential statistics (correlations, exploratory factor analysis, if justified by sample size), using software such as SPSS and Jamovi. This analysis will enable the identification of skills gaps and inform the development of training programs and business-strengthening policies with territorial relevance.

The research adheres to the ethical principles established for studies involving human participation. An informed consent form was prepared and given to each participant, explaining the nature of the study, the confidentiality of the information, and the voluntary nature of their participation. No sensitive or personal data that compromises the identity of the participants was requested, and the results will be used exclusively for academic and scientific purposes.

Additionally, a qualitative phase was included to enhance the validation process. Ten semi-structured interviews were conducted with entrepreneurs from Ahualulco de Mercado, Teuchitlán, and Etzatlán, following a cognitive interview approach. This phase aimed to explore the clarity, relevance, and practical applicability of the instrument items from the participants’ perspective. Their feedback contributed to refining the wording of selected items and reinforced the contextual validity and utility of the instrument for assessing rural entrepreneurship.

In summary, the adopted methodology enables the integration of solid theoretical foundations, validated measurement tools, and a critical-contextual approach, aimed at enhancing management capacities in agave micro and small enterprises (MSMEs). The construction of the instrument and its methodological validation represent a substantive contribution to the field of organizational development with a territorial approach, in line with the goals of SDG 8 (decent work), SDG 9 (innovation and infrastructure) and SDG 12 (responsible consumption and production) set by the United Nations 2030 Agenda.

Table I Variable Operationalization Matrix

Next, the operationalization of management competencies is presented in six key dimensions, defined based on specialized literature and the local context of agave micro and small enterprises (MSMEs). Each dimension was associated with specific indicators that support the design of the diagnostic instrument and guide subsequent data collection.

Table II Proposed Indicator

Expected results

It is expected that this research will lead to the construction and validation of a reliable and contextually relevant diagnostic instrument that enables the evaluation of management competencies in entrepreneurs of micro and small enterprises located along the Agave Route of Jalisco. The instrument will be structured in six key dimensions: strategic, organizational, communicational, ethical-emotional, adaptive, and digital, each represented by conceptually and statistically validated indicators and items.

One of the primary anticipated outcomes is the identification of significant skills gaps among entrepreneurs in the study area, particularly in dimensions related to strategic management, digitalization, and professionalization of administrative tasks. These critical areas, once identified, will enable the design of technical, ethical, and contextually relevant training programs aimed at enhancing organizational sustainability, business competitiveness, and local roots.

From a methodological perspective, it is expected that the developed instrument will reach acceptable levels of content validity (CVI > .78 per item), in line with international standards for organizational measurement. Additionally, the instrument is expected to exhibit a consistent factor structure, which will empirically support the proposed theoretical dimensions. This structure, along with the qualitative feedback obtained from rural entrepreneurs, reinforces the instrument’s contextual relevance and practical utility, opening the door for future applications in other rural or heritage tourism contexts in Mexico and Latin America.

In practical terms, the results will serve as an input for the design of public policies and business-strengthening strategies, promoted by state agencies, productive associations, universities, or regulatory councils of the agave-tequila sector. Additionally, the instrument can serve as a self-diagnosis tool for entrepreneurs, consultants, and trainers who seek to intervene effectively in ongoing improvement processes.

Ultimately, it is anticipated that this research will contribute to the theoretical and methodological advancement in the field of business management in heritage territories, offering an innovative approach that focuses on the legitimacy of leadership, managerial ethics, and articulation with local knowledge. This contribution is especially relevant within the framework of the Sustainable Development Goals (SDGs 8, 9, and 12) and national agendas that promote sustainable and inclusive development from an epistemic justice perspective.

RESULTS

To characterize the current profile of management skills in MSME entrepreneurs located in the Agave Route, considering the particularities of the rural, tourist, and heritage environment.

The characterization of the management competencies profile in micro and small enterprise entrepreneurs (MSMEs) of the Agave Route enables the identification of structural patterns that explain both the existing organizational capacities and the limitations hindering the sustained development of the territory. This analysis assumes special relevance in a rural heritage context, such as that of Tequila and its surroundings, where traditional productive dynamics, the expansion of cultural tourism, and a marked administrative informality converge.

One of the most notable findings is related to the organizational dimension, specifically regarding human capital planning. To the question: “Is there a training plan and/or activities for employees?”, the data reveal that 35.6% of entrepreneurs were at the lowest level of development (“incipient”). In comparison, only 4.1% reported an “excellent” level. This result indicates a structural absence of training strategies, which compromises not only organizational learning but also talent retention, service quality, and the ability to adapt to environmental changes.

This phenomenon can be explained, in part, by the high proportion of family or informal economic units that operate without standardized processes or clearly defined roles, as suggested by previous studies in the field of tourism professionalization (Aldape-Barrios & Lozano-González, 2022). In addition, the low level of general education among business leaders in the region limits their exposure to contemporary management practices, which reinforces empirical schemes of operation without a strategic vision.

From a comprehensive perspective, the analyzed data enable us to characterize this business community as being oriented towards daily operations, with strong community roots and technical knowledge of the product, but with notable weaknesses in the strategic, organizational, and digital dimensions. This characterization aligns with Maldonado Virgen’s (2024) observations, which highlight that the legitimacy of leadership in this environment is primarily based on interpersonal trust rather than structural planning or the utilization of modern management tools.

In contrast, dimensions such as communication and ethical-emotional could present greater relative strength, given the closeness between the entrepreneur and his workers, as well as the high interaction with the immediate tourist and social environment. However, these strengths do not compensate for structural deficiencies on their own; they must be articulated within training processes and continuous organizational assessments.

In summary, the characterization obtained from the exploratory study conducted in 2022 provides a preliminary snapshot of the competency performance of the agave business community, revealing a profile that combines relational strengths with critical structural weaknesses. This profile serves as the starting point for designing a validated diagnostic instrument that enables more accurate measurement of each competency dimension and subsequently guides organizational strengthening actions in the region.

The analysis of strategic competence reveals a predominantly operational business profile, characterized by a low capacity for long-term planning, management by objectives, or risk anticipation. According to the data collected, 54.7% of entrepreneurs are located at levels 1 and 2 of development, which corresponds to having incipient or minimal practices in this dimension. Only 6.8% report an excellent level of satisfaction. This distribution reveals a generalized absence of strategic culture, which is consistent with the context of high informality, the absence of managerial training, and the concentration of decision-making in a single managerial figure.

This result confirms the findings of studies applied in other rural wine regions (Carrizo & Bonano, 2021), where it is identified that most MSME leaders lack tools or formal training for planning, which prevents them from adapting proactively to regulatory, tourism, or market changes. In the Agave Route, where agro-industrial dynamics coexist with seasonal tourist circuits, the absence of strategic thinking hinders the ability to articulate value networks and participate in territorial innovation processes.

On the other hand, digital competence shows one of the most significant gaps. 61.6% of entrepreneurs are located at the lowest levels of digital development (levels 1 and 2), indicating a lag in technological adoption in business management. The responses indicate limited use of digital platforms, low implementation of e-commerce tools, and a lack of strategic presence on social networks. This situation severely limits competitiveness, especially in a globalized tourism environment where digital visibility, process automation, and data analytics are key factors for growth.

The low score in this dimension is consistent with regional and global studies that warn about the digital divide in rural settings (OECD, 2021; Díaz, 2023), where unequal access to technologies, a lack of training, and a limited understanding of their strategic value negatively impact organizational performance. In this context, digitalization should not only be understood as a technological means, but also as a factor of economic inclusion and operational sustainability.

Both dimensions – strategic and digital – reveal a business structure focused on reactive operation, without a vision of the future or modern tools to face the complexity of the environment. Poor planning and the low use of digital resources are critical factors that must be addressed through training and technical support programs, with a situated, ethical, and cooperative approach.

In contrast to the strategic and digital dimensions, the results obtained around communication competence reflect a more robust profile, although with areas for improvement. 51.6% of the entrepreneurs evaluated are located at medium or high levels (levels 3, 4, and 5), which suggests a developed capacity to maintain internal and external relationships, as well as a favorable disposition towards active listening and interpersonal management. This can be explained by the very nature of the agave environment, where constant contact with customers, suppliers, and tourist visitors favours interaction and reinforces communication skills based on everyday experience.

However, it is still observed that 35.6% of the participants are positioned in levels 1 and 2, which implies deficiencies in the formal management of communication, institutional negotiation, and strategic conflict resolution. This result reaffirms the need to professionalize the communicative function beyond relational spontaneity, integrating it as a transversal axis of leadership, legitimacy, and organizational reputation, as proposed by Barnard (1938) and further developed by authors such as Avolio and Gardner (2005).

Regarding ethical-emotional competence, the findings show a positive trend. 53.4% of entrepreneurs are positioned at levels 3 to 5, indicating an inclination towards responsible decision-making, trust-building, and emotional regulation in high-pressure contexts. This result is consistent with the conditions of relational governance that prevail in communities where social ties are deeply integrated with productive relationships. In this type of environment, moral authority and ethical congruence are valued over formal authority (Pérez López, 1993; Pablos-Heredero et al., 2021), which allows this competence to emerge even in the absence of structured management training.

The ethical-emotional dimension is presented, along with the relative strength of the agave business community; however, it also poses challenges: unmanaged emotionality can become a risk factor in crisis environments, where leadership requires being firm, coherent, and empathetic simultaneously. Therefore, it is suggested that this dimension be incorporated as an articulating axis of training processes that combine soft skills, stress management, and authentic leadership.

Ultimately, adaptive competence is positioned as a valuable resource in the construction process. 68.5% of entrepreneurs are concentrated in intermediate levels (levels 2 to 4), indicating an awareness of change and a willingness to learn, although with significant variability in their implementation. This pattern is consistent with rural-tourist contexts, where exposure to visitors, seasonal fluctuations, and regulatory changes forces the entrepreneur to adjust their practices, although often in a reactive rather than strategic manner.

The capacity for organizational learning, however, is still weak. Many entrepreneurs lack formal mechanisms to document errors, evaluate results, or institutionalize innovations. This competence is critical in scenarios of high uncertainty, such as those caused by health crises or technological transformations, and must be strengthened through change management methodologies, inter-company mentoring, and linkage with knowledge centers (Dirani et al., 2020; Sanrattana, 2021).

Together, these three dimensions present a mixed picture: relational and ethical strengths that need to be leveraged, and adaptive competencies that can be strengthened through relevant training processes. This block of results confirms that the business community along the Agave Route possesses human capital with social legitimacy; however, it requires transitioning towards more structured, adaptive, and strategic models to address the challenges of sustainable development and organizational professionalization.

Identify the relevant theoretical and methodological frameworks that support the incorporation of strategic, organizational, communicational, ethical-emotional, adaptive, and digital dimensions in the evaluation of managerial performance.

The identification of theoretical and methodological frameworks that would support the design of the diagnostic instrument was a key process to ensure its conceptual, empirical, and contextual relevance. Through a systematic review of specialized literature, six dimensions of management competencies were delineated—strategic, organizational, communicational, ethical-emotional, adaptive, and digital—that emerge from classic approaches (such as Barnard’s model of managerial functions, 1938) and contemporary approaches (such as the developments of Boyatzis, 1982; Goleman, 1998; Kulović et al., 2020).

These frameworks were operationalized in a matrix of indicators (see the methodological section), which served as the basis for drafting the diagnostic instrument used in the field. The congruence between the theoretical model and the questionnaire’s structure enabled the capture of key dimensions of managerial performance, aligning with the particularities of the agave ecosystem and the situated competencies approach. In this sense, the conceptual frameworks not only guided the design but also proved helpful in interpreting the empirical results obtained.

The practical validation of these dimensions in the rural heritage context of the Agave Route reinforces their applicability in similar environments. The articulation between theory and empirical evidence positions this model as an innovative proposal for organizational diagnosis in MSMEs, with the potential for replicability in other patrimonial regions of the country and Latin America.

Design a structured diagnostic instrument based on valid and culturally relevant indicators that allow the level of development in each competency to be objectively measured.

As a result of the theoretical review process, contextual characterization, and operationalization of variables, a structured diagnostic instrument was designed, comprising 36 items organized into six key dimensions: strategic, organizational, communicational, ethical-emotional, adaptive, and digital. Each dimension was defined based on widely recognized theoretical models (Boyatzis, Barnard, Goleman, Pérez López, Kulović, among others) and contextualized from case studies in rural MSMEs in Mexico, Italy, and Argentina.

The instrument was constructed using a practical five-point Likert scale, which allows the level of development of each competence to be assessed on a continuum ranging from “incipient” (1) to “excellent” (5). This scale was chosen for its ease of understanding, applicability in non-specialized contexts, and compatibility with descriptive and inferential statistical analyses. Each item was written in accessible language, avoiding technicalities, and validated according to its cultural and territorial relevance, taking into account the socio-educational profile of Agave Route entrepreneurs.

The design of the instrument followed a clear methodological logic:

1. Specific indicators were derived from each competency dimension, which were organized in an operationalization matrix (see methodological section).
2. The items were written directly and measurably, with a behavioral and situational approach that respects the diverse backgrounds of entrepreneurs without formal management training.
3. Positive and neutral items were included, avoiding value judgments or formulations that conditioned the response.

In addition, the instrument was structured with an introductory section for collecting general data (name of the business, municipality, main line of business, seniority, number of employees, and degree of formalization), which will allow for differentiated analyses by type of company, sector, and educational level of the manager.

The resulting questionnaire represents an unprecedented methodological proposal in the context of the agave ecosystem, as it integrates dimensions traditionally excluded in conventional business diagnoses, such as ethical-emotional competence and digital competence. Its design has been oriented not only to measurement, but also to critical reflection and self-diagnosis by the entrepreneur, providing a comprehensive assessment tool for training and continuous improvement.

With this instrument, a solid empirical foundation is established for the validation phase (objective 4), and progress is made toward constructing an organizational culture based on evidence, with a humanistic, inclusive, and sustainable approach.

Content Validation Technical Report – Delphi Second Round

This report presents the results of the rigorous content validation process applied to the 36 items that make up the diagnostic instrument on management competencies in MSME entrepreneurs of the Agave Route. The validation was carried out by 10 expert judges (3 researchers and seven entrepreneurs) using the Delphi technique, in its second round. Three criteria were evaluated: clarity, relevance, and contextual relevance, applying the modified Lawshe formula to calculate the Content Validity Index (CVI) for each item.

Table 4 Summary of Results by Item

ANALYSIS AND RECOMMENDATIONS

The results show a high level of validation. Most of the items reached CVI values above the acceptance threshold (≥ 0.78) in the three dimensions evaluated. This level of consensus suggests that the reformulated items are clear, relevant, and suitable for the sociocultural context of the MSMEs along the Agave Route.

In cases where items with CVI below the threshold are identified in future versions or new rounds, it is recommended to review their wording, specify the language, and adapt the examples to the local business environment. In this iteration, all items met the required standard for their application.

CONCLUSION

It is concluded that the instrument has satisfactorily passed the content validation in its second Delphi round. It is now ready to advance to the pilot application stage and preliminary psychometric validation, marking a significant step forward in the research process.

Preliminarily validate the internal structure and reliability of the instrument applied to MSME entrepreneurs in the Agave Route, ensuring its clarity, relevance, and statistical consistency before a final application.

 Justification of Exploratory Factor Analysis (EFA)

To validate the internal structure of the diagnostic instrument used with entrepreneurs of micro and small enterprises along the Agave Route, an Exploratory Factor Analysis (EFA) was conducted, considering the assumptions of multivariate factor analysis and the adequacy of the correlation matrix.

The results obtained were as follows:

• Kaiser-Meyer-Olkin index (KMO) = 0.67, which indicates an acceptable level of sampling adequacy for factor analysis, according to the criteria established by Kaiser (1974), who suggests values above 0.60 as the minimum acceptable threshold.
• Bartlett’s sphericity test: χ² = 2055.94, p < 0.001, which allows us to reject the null hypothesis that the correlation matrix is an identity matrix. This result confirms the presence of significant correlations between the variables, statistically justifying the application of exploratory factor analysis (EFA).

Based on these indicators, it is concluded that the instrument has sufficient statistical conditions to be subjected to factor analysis. However, given the theoretical soundness of the original model, the prior conceptual validation through expert judgment, and the consistency observed in the proposed structure, it has been decided to maintain the current conformation of the six competency dimensions (strategic, organizational, communicational, ethical-emotional, adaptive, and digital).

This decision aims to preserve the integrity of the interpretive-contextual approach, which focuses on the comprehensive diagnosis of management capacities in rural and heritage environments, without compromising its empirical validity.

Summary of the fulfillment of project objectives

General objective achieved:

A contextualized diagnostic instrument was designed and validated to evaluate the performance of management competencies—strategic, organizational, communicational, ethical-emotional, adaptive, and digital—in MSME entrepreneurs along the Agave Route in Jalisco. This instrument offers a technically robust and culturally relevant tool to identify priority areas for improvement and promote processes of organizational strengthening, territorial sustainability, and professionalization of business leadership.

Achievement of specific objectives

Characterization of the competency profile:

Empirical evidence was collected through interviews and questionnaires administered to entrepreneurs along the Agave Route, enabling the establishment of a current profile of management competencies that takes into account the rural, tourist, and heritage contexts. This analysis provided key inputs for the design of relevant indicators.

Theoretical-methodological identification:

An exhaustive review of theoretical and methodological frameworks was conducted, integrating contributions from Barnard, Boyatzis, Goleman, Kulović, Pérez López, and international organizations (OECD, UN, CONAHCyT). This robust conceptual basis supported the selection of the six competency dimensions.

Design of the diagnostic instrument:

A structured questionnaire was constructed with 36 Likert-type items (6 per dimension), with wording adapted to the language of the local business community. The items were substantiated with theoretical references and contextualized through previous interviews.

Validation of the instrument:

Two Delphi rounds were applied with 10 judges (entrepreneurs and researchers), reaching optimal values of CVI (≥ 0.78) per item. Subsequently, a pilot application was conducted with 50 entrepreneurs, and the instrument was validated through exploratory psychometric analysis (AFE), yielding acceptable results in terms of KMO (0.67) and Bartlett’s test (p < 0.001), which justify its applicability and methodological soundness.

Upshot:

The instrument is ready for its expanded application, to be used in business development interventions, the design of training programs, organizational evaluation, and territorial sustainability studies in the tourism-agave sector.

DISCUSSION

This research has enabled significant progress in understanding and measuring management competencies in rural and heritage contexts, with a special emphasis on micro and small enterprises (MSMEs) along the Agave Route in the state of Jalisco. The discussion is organized around three key aspects: the relevance of the theoretical-methodological approach, the empirical consistency of the instrument, and its potential for application in organizational interventions.

Contextualized theoretical-methodological approach

Unlike generic models of managerial competencies based on large corporations, this study adopted a contextualized approach, integrating structural (Barnard, 1938), ethical (Pérez López, 1993), and adaptive (Dirani et al., 2020) elements, with an emphasis on the reality of family, informal, and culturally based businesses. This approach addresses the need to promote epistemic justice in the construction of organizational knowledge, acknowledging the unique characteristics of the agave ecosystem and the structural constraints faced by its economic actors.

Conceptual and empirical validation of the instrument The dual validation strategy—expert judgment and pilot application—confirmed the clarity, contextual relevance, and practical significance of the 36 items that comprise the instrument. Exploratory Factor Analysis (EFA) demonstrated the statistical feasibility of the model, with a KMO index of 0.67 and a highly significant Bartlett’s test (p < 0.001), supporting the existence of a latent structure consistent with the proposed theoretical dimensions. Additionally, the qualitative validation phase, based on interviews with rural entrepreneurs, provided complementary evidence of the instrument’s applicability, interpretability, and value as a reflective diagnostic tool, especially in heterogeneous and community-based business environments.

Practical contributions and future projections

The instrument represents a valuable tool for diagnostic processes, training planning, and professionalization of rural and tourism entrepreneurship. It highlights areas for improvement not only at a technical level but also in aspects related to ethical leadership, organizational communication, and openness to digitalization. Its application could be extended to other productive and patrimonial corridors in the country, with pertinent adjustments.

In future research, it is recommended to expand the sample, apply confirmatory factor analysis (CFA) models, and further explore the relationship between the profile of competencies and variables such as business growth, formalization, and customer satisfaction. Thus, this instrument could evolve into a comprehensive tool for continuous improvement for MSMEs in diverse contexts, but with common structural problems.

CONCLUSIONS

The findings of this study enable us to affirm that the development of management competencies is a crucial component for the sustainability and professionalization of micro and small enterprises in rural and heritage environments. The Agave Route, as a representative case, highlights the importance of having diagnostic instruments that accurately reflect the realities and potential of its business community.

The instrument designed and validated in this research constitutes a significant methodological contribution, as it integrates traditionally relegated competencies (such as ethical-emotional or digital) with classic dimensions (strategic, organizational, communicational, and adaptive). Empirical validation, despite certain limitations in internal consistency, offers sufficient evidence of its applicability and contextual relevance.

This work lays the groundwork for future studies that address the relationship between managerial competencies and organizational outcomes more broadly, providing a valuable tool for designing training programs, regional development policies, and evidence-based intervention strategies. In short, progress is being made towards a fairer, contextualized, and transformative vision of business leadership in Mexico.

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ANNEX

Diagnostic Instrument of the Performance of Management Competencies – Ruta Agavera

I General Data of the Entrepreneur

1. Business Name: ______________________________________
2. Municipality: _______________________________________________
3. Main business:

☐ Tequila ☐ production Tourism ☐ Trade ☐ Services ☐ Other: ___________

4. Age of business: ______ years
5. Number of people employed: ______
6. Is it formally registered with the SAT? ☐ Yes ☐ No
7. Entrepreneur’s education:

☐ Primary ☐ Secondary ☐ Preparatory ☐ Technical ☐ bachelor’s degree ☐ Postgraduate

II. Evaluation Scale

Please indicate the level with which you identify for each statement:1 = Incipient 2 = Low 3 = Moderate 4 = High 5 = Excellent

III. Management Competencies

1. Strategic Competence

1.1. In my business, clear objectives are established in the medium and long term.1.2. Before making important decisions, I evaluate risks and opportunities.1.3. I know and apply the trends of the tourism market and the agave sector.1.4. My business plans consider changes in the economic and social environment.1.5. I use external information (customers, environment, competition) to improve strategies.1.6. I have clarity about the mission and vision of my company.

2. Organizational Competence

2.1. Each person in my business has a clearly defined role.

2.2. Use basic records or controls to manage inventories, sales, and expenses.

2.3. I have established standardized processes to carry out operations.

2.4. I periodically review the business results.

2.5. I have documented procedures (even if they are simple).

2.6. I promote continuous improvement in the operation of the business.

3. Communication Competence

3.1. I communicate clearly and respectfully with my work team.

3.2. I actively listen to my collaborators and clients.

3.3. I know how to negotiate with suppliers or institutions without losing cordiality.

3.4. I know how to resolve internal or external conflicts without generating ruptures.

3.5. Foster an environment of trust and open communication.

3.6. I use appropriate means (face-to-face, telephone, networks) to communicate effectively.

4. Ethical-emotional competence

4.1. In my business, decisions are made with the common welfare in mind.

4.2. I act honestly and treat people fairly.

4.3. I know how to remain calm in difficult or pressure situations.

4.4. I recognize my mistakes and face them responsibly.

4.5. I promote fair practices in dealing with the team, suppliers and customers.

4.6. I strive to build trust with those who interact with my company.

5. Adaptive Competence

5.1. I am willing to modify practices when external conditions change.

5.2. Have incorporated changes or improvements to products, services or business processes.

5.3. I participate or get information in networks, associations or training.

5.4. I learn from past experiences and apply them to new decisions.

5.5. I quickly identify opportunities when the environment changes.

5.6. I can adapt to new technologies or regulations.

6. Digital Competence

6.1. I use social networks or digital platforms to promote my business.

6.2. I manage sales or collections by digital means (WhatsApp, web, applications).

6.3. I keep my company’s online presence up to date.

6.4. I use basic digital tools (mail, spreadsheets, online catalogs).

6.5. I am willing to learn new technologies to improve the operation.

6.6. I consider digitalization to be key to the future of my business.