Indicadores de desempeño como herramientas para la evaluación de los resultados en los emprendimientos promovidos Cooperazione Internazionale – Coopi.

Abstract

The study explores the use of performance indicators as strategic tools in the ventures promoted by the COOPI organisation in the city of Machala. Although leaders recognise the importance of these metrics in guiding decisions, their application lacks a technical and systematic approach. This situation limits the ability of indicators to serve as formal guides in the planning and continuous improvement of initiatives. The overall objective is to determine a model of management indicators that promotes sustainability, innovation, and operational efficiency in COOPI's ventures. To this end, four specific objectives were set: to contrast empirical versus analytical use, to assess the level of knowledge of entrepreneurs, to analyse the relationship between planning and goals, and to propose a set of metrics adapted to local needs. The research followed a mixed approach, combining quantitative and qualitative methods. Structured surveys with a five-level Likert scale were administered to entrepreneurs from different sectors, and focus groups and interviews were conducted with an expert in project management. In addition, a variable operationalisation matrix was designed that relates concepts, dimensions and sub-dimensions to practical and measurable indicators. The findings revealed that, although most enterprises use indicators intuitively, few integrate clearly defined goals and technological tools for monitoring. A lack of understanding of key concepts such as SMART objectives and the selection of relevant KPIs was identified. It was also found that the irregular application of indicators hinders effective monitoring and reduces the potential of data to guide timely corrections in operational and strategic processes. It is concluded that the lack of technical structure in indicator-based management limits the strategic scope of these metrics. In response, specific actions are proposed: implementing ongoing training programmes in KPI design and interpretation, standardising templates for indicator documentation, adopting simple digital tools that facilitate the recording and visualisation of metrics, and organising regular participatory review sessions that foster a culture of continuous improvement and promote evidence-based decision-making.