ABSTRACT
The objective of this study was to analyze the evolution of digital
transformation and the perceived effects of digitization on the sustainability
of microenterprises in the Quevedo canton before, during, and after the
COVID-19 pandemic. A quantitative approach was used, with a non-experimental,
cross-sectional design, involving a survey administered to a sample of 364
microenterprises and a retrospective analysis of three periods: pre-pandemic,
pandemic, and post-pandemic. The results showed that before the pandemic,
digital adoption was in its early stages; during the health crisis, it
accelerated primarily as a mechanism for adaptation and business continuity;
and in the post-pandemic period, partial consolidation was observed. The
perceived benefits were greater in the economic and social dimensions than in
the environmental dimension, while barriers related to training, financing, and
technological infrastructure persisted. It is concluded that digital
transformation has evolved progressively, although strategic integration
remains limited.
RESUMEN
La presente
investigación tuvo como objetivo analizar la evolución de la
transformación digital y los efectos percibidos de la digitalización sobre la
sostenibilidad de las microempresas del cantón Quevedo antes, durante y después
de la pandemia de COVID-19. Se empleó un enfoque cuantitativo, con diseño no
experimental y transversal, mediante una encuesta aplicada a una
muestra de 364 microempresas y una reconstrucción retrospectiva de tres
periodos: prepandemia, pandemia y postpandemia. Los resultados evidenciaron que
antes de la pandemia la adopción digital era incipiente; durante la crisis
sanitaria se aceleró principalmente como mecanismo de adaptación y continuidad
empresarial; y en la postpandemia se observó una consolidación parcial. Los
beneficios percibidos fueron mayores en las dimensiones económica y social que
en la ambiental, mientras persistieron barreras relacionadas con capacitación,
financiamiento e infraestructura tecnológica. Se concluye que la transformación
digital ha evolucionado de forma progresiva, aunque con una integración
estratégica todavía limitada.
Keywords / Palabras
clave
Digital transformation; microenterprises; business sustainability;
post-pandemic.
Transformación
digital; microempresas; sostenibilidad empresarial; postpandemia.
Introduction
In recent
years, digitalization has become a recurring response to scenarios of economic
uncertainty and production disruption. Nevertheless, in the case of
microenterprises located in non-metropolitan areas of emerging economies,
digital transformation processes tend to unfold under significant structural
constraints, which limit their strategic scope and their impact on business
sustainability. The COVID-19 pandemic intensified these dynamics, highlighting
both the potential and the limitations of digitalization in this sector. Recent
research highlights that the adoption of digital technologies can enable micro
and small enterprises to develop dynamic capabilities, improve their
operational efficiency, and expand their market reach, thereby contributing to
their economic and organizational sustainability (Papadopoulos et al., 2020;
Kraus et al., 2022; Al Omoush et al., 2023).
Microenterprises
represent a particularly vulnerable segment due to their structural limitations
in terms of capital, organizational capabilities, and access to technological
resources. The COVID-19 pandemic marked a turning point for this business
segment, abruptly accelerating the adoption of digital tools in production
units that, in many cases, had only incipient levels of technological maturity.
High-impact studies agree that, during the health crisis, digitalization ceased
to be a gradual strategy and became an immediate mechanism for operational
continuity and business survival, especially in microenterprises with limited
financial and human resources (Papadopoulos et al., 2020).
Post-pandemic
empirical evidence shows that the accelerated adoption of digital technologies
did not necessarily lead to profound or strategic digital transformation
processes in microenterprises. In many cases, this process manifested as a
digital transformation characterized by fragmented and pragmatic adoptions,
focused on low-cost, rapidly deployable tools, without systemic process
integration or long-term digital planning (Mendoza Vargas et al., 2026a;
Petropoulou et al., 2024).
The
literature indicates that the limited depth of digital transformation is
associated with persistent structural barriers, including a scarcity of
internal resources and capabilities, a lack of digital training and skills,
financial constraints, and organizational resistance to change (Petropoulou et
al., 2024; Omowole et al., 2024). Added to these are limitations
in technological infrastructure and connectivity, which can widen the gaps in
the digitization processes of microenterprises (Holl & Rama, 2024).
Various
studies agree that the digital transformation of microenterprises does not
depend solely on internal factors but is also shaped by the institutional
environment. Although many countries have promoted public agendas and programs
aimed at digitization and bridging the digital divide, their impact on this
segment is often limited due to problems with coverage, accessibility,
dissemination, and alignment with the actual capabilities of
microenterprises—which creates a perception of insufficient or absent effective
support (Dini et al., 2021).
These
limitations reinforce the need for external support and institutional
intervention, underscoring the importance of the public policy environment as a
key factor in facilitating digital transformation processes (Petropoulou et
al., 2024). From a sustainability perspective, digitalization can have a
positive impact on productivity and operational efficiency; however, these
effects are not automatic and depend on the degree of technological adoption
and the development of internal digital and organizational capabilities, which
are particularly relevant in contexts of high technological uncertainty—a
factor that limits the ability of micro and small enterprises to translate
digitization into sustained performance improvements (Huong et al., 2024).
Despite
growing academic interest in the digital transformation of micro and small
businesses, there remains a shortage of studies analyzing the evolution of
digital transformation over time and its relationship to business
sustainability, especially in non-metropolitan areas. This gap is particularly
evident in local contexts of emerging economies during the post-pandemic
period, where the available evidence remains scattered and limited.
Recent
literature indicates that, while studies on business digitization have
increased significantly following the COVID-19 pandemic, few examine
collectively the progress, barriers, and effects of digitization in
intermediate regions outside major metropolitan centers (Dini et al., 2021;
Petropoulou et al., 2024).
In response
to this gap, this study aims to analyze the evolution of digital transformation
and the perceived effects of digitization on the economic, social, and
environmental sustainability of microenterprises in the Quevedo canton before,
during, and after the COVID-19 pandemic. From a contextualized quantitative and
empirical approach, this research contributes to the academic debate on digital
transformation and business sustainability, providing evidence from a local,
non-metropolitan context that is relevant for understanding similar dynamics in
other emerging economies.
Literature Review
Digital
Transformation in Micro, Small, and Medium-Sized Enterprises (MSMEs): An
Analytical Focus on Microenterprises
Digital
transformation is understood as a process that goes beyond the simple adoption
of technologies, involving organizational, strategic, and cultural changes
aimed at improving value creation and business competitiveness. From a
conceptual perspective, digital transformation involves the strategic
integration of digital technologies to modify processes, organizational
structures, and business models, with the aim of creating and capturing value
in highly dynamic environments (Verhoef et al., 2021).
The
COVID-19 pandemic acted as an exogenous crisis that prompted numerous micro and
small businesses to adopt digital technologies with the goal of sustaining
business continuity in the face of public health restrictions. However,
evidence suggests that these adoptions did not always result in comprehensive
digital transformation processes. In many cases, business responses were
primarily reactive and focused on implementing specific digital solutions—such
as e-commerce or the digitization of services—without involving a substantive
reconfiguration of the underlying organizational processes (Parker et al.,
2023).
In the
scientific literature, this process is typically analyzed in aggregate within
the framework of micro and small enterprises (MSEs). However, within this
group, microenterprises exhibit significantly different organizational
dynamics, operational capabilities, and structural constraints, which justify a
specific analysis of this segment. Various studies indicate that limitations in
financial resources, human capital, and organizational capabilities—though
these will be addressed in greater detail later—tend to manifest more intensely
in microenterprises, thereby shaping the depth and effects of digital
transformation (Kraus et al., 2022).
Recent
literature indicates that, in micro and small enterprises (MSEs), digital
transformation typically unfolds in a gradual, fragmented, and highly
context-dependent manner—more as a response to external pressures than as a
result of formalized long-term digital strategies (Priyono
et al., 2020). In this regard, various authors distinguish between operational
digitization—focused on the use of basic tools such as social media, instant
messaging, or digital payments—and strategic digital transformation, which
involves the systemic integration of technologies into key processes, the
reorganization of work, and the development of sustainable digital capabilities
(Verhoef et al., 2021).
In
developing countries, the adoption of digital technologies by SMEs is
constrained by financial limitations, a lack of technological knowledge, and
organizational readiness challenges—factors that limit the depth of
digitization processes (Yuwono et al., 2024). Digital
transformation in micro and small enterprises (MSEs) should be viewed as a
socio-technical phenomenon, in which technology interacts with human and
organizational factors. Recent studies highlight that the effective adoption of
digital tools depends largely on the digital competencies of managers and
staff, as well as on their willingness to learn and embrace organizational
change.
In
non-metropolitan areas, gaps in connectivity, financing, and institutional
support limit the depth of digital transformation in MSMEs, reinforcing
patterns of partial and uneven adoption (Holl & Rama, 2024). Consequently,
digital transformation must be analyzed as a dynamic and heterogeneous process,
whose scope and effects depend on the structural context in which it unfolds,
with particular implications for microenterprises.
The Pandemic as a Catalyst for Digital Transformation
In
microenterprises, external shocks such as the COVID-19 pandemic can trigger
abrupt, reactive, and uneven processes of change due to their limited
organizational resilience. From this perspective, digitization does not unfold
as a progressive and cumulative process, but rather as a discontinuous and
contextual change, marked by sudden advances and partial reconfigurations in
response to external shocks. In this context, the COVID-19 pandemic acted as an
exogenous catalyst that forcibly accelerated the adoption of digital
technologies in micro and small businesses, without this necessarily implying a
profound or strategic digital transformation (Loyola et al., 2024).
In this
context, digitization focused primarily on low-cost, rapidly implementable
solutions, giving rise to frugal digital transformation processes centered on
organizational resilience rather than a comprehensive reconfiguration of the
business model, particularly in emerging markets (Al Omoush
et al., 2023).
Empirical
evidence indicates that, during the health crisis, digitization primarily
addressed the immediate need to maintain operational continuity rather than
strategic reconfiguration processes (Kraus et al., 2020). In this context, the
literature distinguishes between reactive changes—associated with the rapid
adoption of basic digital tools—and structural changes, which involve the
systemic integration of technologies, the redefinition of processes, and the
development of long-term organizational capabilities (Li et al., 2018).
Digital Transformation and Business Sustainability
Digital
transformation is associated in the literature with improvements in business
sustainability; however, its impact is neither automatic nor uniform,
especially in the case of microenterprises (Mendoza-Vargas et al., 2026b).
Various studies agree that the effects of digitization depend on the level of
technological integration, organizational capabilities, and the structural
context in which firms operate (Dini et al., 2021).
Business
sustainability is conceived as a multidimensional construct that integrates
economic, social, and environmental dimensions (Cantele et al., 2024). Within
this framework, digitalization can contribute to sustainability when it is
coherently integrated into business processes; however, when its adoption is
primarily instrumental, its scope tends to focus on operational improvements
rather than profound organizational transformations (Verhoef et al., 2021).
From an
economic perspective, digital transformation can impact productivity, sales,
and operational efficiency by expanding market reach and optimizing internal
processes. In microenterprises, these effects are primarily manifested through
the use of social media, digital sales channels, and basic management tools,
while more advanced levels of technological integration remain limited (OECD,
2020).
From a
social perspective, digitization can strengthen capabilities and improve work
organization, as well as facilitate more responsive customer relationships;
however, in microenterprises, these advances tend to be concentrated in
operational uses and face barriers that limit their further development (Díaz
Vásquez et al., 2024).
In the
environmental dimension, digital transformation can indirectly contribute to
reduced paper use, optimized logistics, and greater control over resources. In
microenterprises, these effects are typically incremental and subordinate to
immediate economic objectives, especially when technology adoption lacks an
explicit environmental focus (González-Cruz et al., 2025).
In this
regard, the analysis of corporate sustainability in microenterprises is
particularly relevant, given that in this segment the benefits of digital
transformation tend to be more fragile, heterogeneous, and dependent on the
structural context.
Structural Barriers to Digital Transformation in Microenterprises
Structural
barriers to digital transformation in microenterprises are understood as a set
of persistent factors that limit the depth, continuity, and sustainability of
digitization processes, and that cannot be explained solely by individual or
short-term decisions. These barriers arise from the interaction between
internal constraints on resources and capabilities, limitations in learning
processes and technology adoption, organizational and technological
constraints, economic and financial constraints, as well as an institutional
environment that, in many cases, fails to respond effectively to the
characteristics and needs of the microenterprise segment. The literature
indicates that the accumulation of these barriers limits the depth of digital
transformation in microenterprises and hinders their evolution toward more
integrated and strategic processes (Petropoulou et al., 2024).
One of the
core elements of these structural barriers relates to a shortage of internal
resources and capabilities. Various studies highlight that microenterprises
face significant limitations in terms of financial resources, digital
capabilities, and organizational capabilities, which restrict their ability to
systematically integrate digital technologies and sustain transformation
processes over time. In this context, digitalization tends to focus on
low-cost, rapidly implementable solutions, without strategic alignment with
organizational processes or long-term objectives (Petropoulou et al., 2024).
From a
sustainability perspective, it has been noted that the degree of technological
adoption and the development of internal digital and organizational
capabilities are critical for digitization to generate sustained improvements
in economic and organizational performance— conditions that are typically more
limited in micro and small enterprises, especially in contexts of high
technological uncertainty (Huong et al., 2024).
Added to
these limitations are barriers associated with the processes of learning and
technology adoption. The adoption of digital tools in microenterprises
typically relies predominantly on informal learning mechanisms, centered on the
business owner or manager, which restricts the systematic adoption of
technologies and hinders their integration into organizational processes. This
type of learning, which is highly dependent on individual experience, limits
the internal dissemination of digital knowledge and the development of
collective capabilities within the organization, reinforcing fragmented
adoption dynamics and limiting the depth of digital transformation processes (Omowole et al., 2024; Petropoulou et al., 2024).
The lack of
training and digital skills constitutes another persistent structural barrier
to digital transformation in microenterprises. The literature shows that
insufficient digital skills limit the productive use of technologies and hinder
their integration into organizational processes, reinforcing digitization
strategies with limited strategic scope. This lack of skills not only affects
the initial adoption of digital tools but also the ability of microenterprises
to scale up and sustain digital transformation processes beyond immediate,
reactive responses to changes in the environment (Holl & Rama, 2024).
Economic
and financial constraints also represent a significant structural obstacle.
Financial limitations hinder investment in more complex technologies, the
procurement of specialized services, and the implementation of long-term
digital transformation processes, favoring the adoption of low-cost, rapidly
deployable solutions. These constraints reinforce an approach to digitization
focused on operational continuity and the resolution of immediate problems, to
the detriment of deeper and more sustainable organizational restructuring
processes (Petropoulou et al., 2024).
At the
organizational level, resistance to change has been identified as an additional
barrier to digital transformation in microenterprises. This resistance
manifests itself in difficulties in redefining processes, modifying established
routines, and incorporating new practices associated with the use of digital
technologies. The persistence of rigid organizational structures and
traditional practices limits the systemic integration of digital technologies
and contributes to the prevalence of superficial or incremental digital
transformations (Omowole et al., 2024).
Technological
and infrastructural barriers also play a central role in the digital
transformation of microenterprises. In particular, limitations have been
identified regarding effective access, stability, and affordability of
connectivity, as well as the availability of adequate technological
infrastructure. Evidence shows that, even in contexts where progress has been
made in expanding digital infrastructure, significant gaps persist in the
productive and sustained use of technologies, especially in the microenterprise
segment, which deepens territorial and sectoral inequalities in digitization
processes (Holl & Rama, 2024).
Structural
barriers are reinforced by institutional constraints. Various studies agree
that the digital transformation of microenterprises does not depend exclusively
on internal factors but is shaped by the institutional environment in which
they operate. Although many countries have promoted public agendas and programs
aimed at digitalization and bridging the digital divide, their impact on
microenterprises is often limited due to problems with coverage, accessibility,
dissemination, and alignment with the actual capabilities of this segment,
which creates a perception of insufficient or absent effective support (Dini et
al., 2021).
During the
COVID-19 pandemic, these institutional barriers became particularly evident.
Empirical evidence shows that many microenterprises faced significant
difficulties in accessing public support programs due to issues of coverage,
targeting, and administrative requirements, which limited their ability to
strengthen digital capabilities beyond immediate and short-term adaptation
strategies (Cirera et al., 2021). These limitations underscore the need for
external support and sustained institutional intervention to facilitate deeper
and more strategic digital transformation processes in the microenterprise
sector (Petropoulou et al., 2024).
Taken
together, the literature suggests that structural barriers to digital
transformation in microenterprises do not operate in isolation but rather
accumulate and reinforce one another, thereby determining the depth and
sustainability of digitization processes. This interplay of barriers helps
explain the prevalence of digital transformation processes that are partial and
limited in scope and poses significant challenges for linking digital
transformation to economic, social, and environmental sustainability—an aspect
discussed in the following sections (Petropoulou et al., 2024; Huong et al.,
2024).
Integrative Conceptual Approach of the Study
This study
adopts an integrative theoretical approach that conceives of digital
transformation in microenterprises as a contextual, dynamic, and nonlinear
process, shaped by structural constraints and the organizational and
institutional environment. From this perspective, digitization is not
understood as a uniform adoption of technology, but rather as a heterogeneous
trajectory determined by organizational capabilities, available resources, and
the territorial context (Vial, 2019; Omowole et al.,
2024).
Within this
framework, the COVID-19 pandemic is interpreted as an exogenous accelerator
that spurred the adoption of digital tools, without necessarily guaranteeing
profound and sustained digital transformation processes. This acceleration was
primarily a response to immediate needs for operational continuity, giving rise
to reactive digitization strategies, whose consolidation in the post-pandemic
period has been limited by persistent barriers related to training, financing,
connectivity, and institutional support (Papadopoulos et al., 2020; Petropoulou
et al., 2024).
Furthermore,
the approach recognizes that the effects of digital transformation on economic,
social, and environmental business sustainability are neither automatic nor
uniform, but rather depend on the degree of technological adoption and the
capacity of microenterprises to integrate digitization into their
organizational processes and practices.
Methodology
The study employed a cross-sectional design with
retrospective temporal reconstruction, using structured guided recall questions
aimed at gathering information on the behavior of microenterprises during three
phases: pre-pandemic (≤2019), pandemic (2020–2021), and post-pandemic
(2022–2024). This strategy allowed for a retrospective comparison of the
reported patterns of digital adoption across the different periods, without
constituting a longitudinal design.
A quantitative approach was adopted, based on the
collection of numerical data through a structured survey and its subsequent
statistical processing, to facilitate the systematic analysis of the
information gathered.
Digital transformation was operationalized using
indicators of the adoption and use of digital tools in the areas of digital
presence, internal processes, sales and payments, and eco-digital practices.
Business sustainability was addressed from a multidimensional perspective,
considering economic, social, and environmental dimensions, measured through
indicators of perception regarding the effects of digitization in the
post-pandemic period.
The unit of analysis consisted of microenterprises
operating in the Quevedo canton, with owners, managers, or those directly
responsible for business management serving as respondents due to their
knowledge of the microenterprise’s activities, processes, and decisions.
The reference population consisted of 6,643
microenterprises in the Quevedo canton for the year 2023, according to
information from the Statistical Registry of Companies and Establishments
(REEM) reported by Alvarado Morante and Quinto Parra (2024). This figure was
used because it represented the most recent official data available for the
canton at the time the study’s reference population was established.
Table 1. Microenterprises in the Quevedo Canton – Los Ríos –
Ecuador (2019–2023)
Source: Prepared by the authors based on Alvarado
Morante and Quinto Parra (2024), using data from the 2023 REEM.
Sample Size and Sampling Procedure
To determine the sample size, the formula for finite
populations was used, considering a population of 6,643 microenterprises, a
reference confidence level of 95%, a precision of 5%, and p = q = 0.5—a
conservative criterion used when the expected proportion is unknown. Based on
these parameters, a sample size of 364 microenterprises was established.
Subsequently, non-probability quota sampling was
applied, using the sector of economic activity as the classification criterion.
To guide the sectoral distribution of the sample, the proportions reported by
Vera (2021)—based on INEC data from 2014—were used as a reference. This
reference was used solely as a criterion for establishing sectoral quotas and
not as an estimate of the sectoral structure of microenterprises in 2023. The
sample consisted of 100 microenterprises in the manufacturing sector, 93 in the
service sector, and 171 in the trade sector.
Table 2. Distribution of the Sample by Quotas
According to Economic Activity Sector
|
Economic Activity Sector
|
Distribution %
|
Sample
|
|
Productive
|
27.55%
|
100
|
|
Services
|
25.46%
|
93
|
|
Retail
|
46.99%
|
171
|
|
Total
|
100%
|
364
|
Source: Author’s own calculations based on the
sectoral proportions reported by Vera (2021).
According to the distribution used to establish the
quotas, the commerce sector received the largest number of sample units,
followed by the manufacturing and services sectors. This distribution made it
possible to include all three sectors considered in the study.
Data Collection Method and Instrument
The data collection method was a survey, and a
structured questionnaire aligned with the study’s objectives and dimensions was
used as the instrument. Items related to corporate sustainability were measured
using a five-point Likert scale.
The instrument was organized into three analytical
blocks:
Demographic and organizational profile (gender, age,
education level, sector, years in operation, size by number of employees,
business formalization).
Digital transformation (indicators related to the
adoption of digital tools and practices).
Sustainability (economic, social, and environmental
indicators regarding the perceived effects of digitization).
Reliability of the instrument
To assess the internal consistency of the section on
corporate sustainability—whose items were measured using a Likert
scale—Cronbach’s alpha coefficient was calculated. Values of α = 0.78 were obtained for the economic dimension, α = 0.81 for the social dimension, and α = 0.75 for the environmental dimension, while the
overall scale achieved an α = 0.83. These results
demonstrated adequate internal consistency of the scales used to measure the
perceived effects of digitalization on corporate sustainability.
Temporal Measurement Strategy
The study considered three time periods for analysis:
pre-pandemic (≤2019), pandemic (2020–2021), and post-pandemic (2022–2024). For
the pre-pandemic and pandemic periods, structured guided-recall questions were
used to gather information on business performance in areas related to digital
presence, sales through digital channels, digital payments, process
reorganization, and barriers to technology adoption. The post-pandemic period
was assessed using questions regarding the business situation during the most
recent period covered by the study.
The information was collected through a single
administration of the questionnaire, organized into sections corresponding to
the different time periods; therefore, the results represent a retrospective
reconstruction based on the respondents’ answers rather than longitudinal
measurements taken at different points in time.
Data Analysis Plan
Descriptive
analysis: frequencies, percentages, and, where appropriate, measures of central
tendency to characterize the demographic and organizational profile of
microenterprises.
Descriptive comparative analysis: comparison of
digital adoption patterns between the pre-pandemic (≤2019), pandemic
(2020–2021), and post-pandemic (2022–2024) periods.
Perception Analysis: Percentage distribution of
responses obtained using a five-point Likert scale to analyze the perceived
effects of digitalization on the economic, social, and environmental dimensions
of business sustainability.
Ethical Considerations
Participation by respondents was voluntary and
conducted with informed consent. The confidentiality of the collected
information was guaranteed, and it was used exclusively for academic purposes.
The results were presented in aggregate form, without identifying the
individuals or participating microenterprises.
Results.
Demographic Data and Organizational Assessment of
Microenterprises in the Quevedo Canton
This section presents the main demographic and
organizational characteristics of microenterprises in the Quevedo canton, with
the aim of contextualizing the sector’s structural profile and establishing the
empirical basis for the subsequent analysis of digital transformation and its
effect on business sustainability.
Table 3. Demographic and Organizational Profile of
Microentrepreneurs in the Quevedo Canton
|
Dimension
|
Observed distribution in
the sample
|
|
Gender
|
Predominance of females (52.20%), followed by males (44.80%), and
finally those who preferred not to say (3%)
|
|
Age
|
Highest
concentration in the 26–30 age group (35.16%) and the 31–35 age group
(24.18%), followed by the 18–25 age group (21.98%), those over 41 (10.99%),
and the 36–40 age group (7.69%).
|
|
Business
Sector
|
The retail sector predominated (46.99%), followed by the manufacturing
sector (27.55%) and the service sector (25.46%).
|
|
Educational
Level
|
Most
have a high school education (51.40%), followed by college education
(30.20%), elementary school (15.10%), and postgraduate education (3.30%).
|
|
Length
of Business Operation
|
66.66% of businesses have been in operation for 1 to 6 years; 20.00%
for 6 to 9 years; and 13.34% are businesses that have been in operation for
less than 1 year or more than 10 years.
|
|
Number
of Employees
|
The
average is 2.13 employees per business, with a median and mode of 2
employees.
46.67% have two employees; 26.67% have
between 3 and 5 employees; and 26.66% have one or no employees, meaning they
are solely self-employed
|
|
Formal
Registration (RUC)
|
80.00% of the businesses are registered with the Single Taxpayer
Registry (RUC), while 20.00% are not formally registered.
|
Source: Prepared by the author based on a survey of
microenterprises in the Quevedo canton.
The results presented in Table 3 allow us to outline
the structural profile of microenterprises in the Quevedo canton and to
understand the organizational context in which their digital transformation and
sustainability processes are taking place.
In terms of gender, business management shows a
slightly higher participation of women, indicating a significant female
presence in the management of microenterprises in the Quevedo canton.
The age structure of microentrepreneurs reveals a
predominance of young managers, indicating a business ecosystem in the early
stages of organizational development. This demographic profile is a key factor
for later contextualizing patterns of digital tool adoption.
From a sectoral perspective, commercial activity
accounts for the largest proportion of microenterprises, followed by
manufacturing and services. This composition reflects a business structure
primarily oriented toward the local market and direct interaction with
consumers, where competitiveness depends largely on visibility, communication,
and operational efficiency. The educational level of business owners is
characterized by a predominance of secondary education, with a smaller
proportion of entrepreneurs holding higher education degrees.
Regarding the age of the businesses, most
microenterprises are in an early or intermediate stage of operation, reflecting
a business landscape in the process of stabilization. This phase of the
organizational life cycle is particularly sensitive to strategic decisions
aimed at efficiency, operational continuity, and adaptation to the competitive
environment.
The size of the businesses indicates a small
operational scale, with a predominance of production units with few employees
and a significant presence of self-employment. This characteristic limits the
possibilities for expansion through workforce growth and reinforces the
importance of alternative strategies for improving performance, including the
adoption of digital solutions that allow for expanding commercial reach and
optimizing processes without significantly increasing the organizational
structure.
The level of formalization shows that most
microenterprises are legally registered, although a significant segment of
businesses continues to operate informally. This institutional duality defines
a heterogeneous context for the adoption of formal digital practices,
especially those related to invoicing, payment methods, and administrative
management.
As has been shown, the results paint a picture of an
ecosystem of microenterprises that is predominantly female, young, and
small-scale, with an average level of education and a strong focus on commerce.
This profile helps explain why technology adoption tends to be concentrated on
basic digital tools and, at the same time, defines the conditions necessary to
move toward a more profound and sustainable digital transformation. Building on
this structural foundation, the following section analyzes the results related
to the adoption and use of digital technologies in the pre-, during, and
post-pandemic phases, and their effect on the sustainability of
microenterprises in the Quevedo canton.
2. Digital Adoption by Microenterprises in
Quevedo—Pre-pandemic Period (≤2019)
During the pre-pandemic period (≤2019),
microenterprises in the Quevedo canton showed early-stage digital adoption,
which was fragmented and primarily instrumental. Digitization was concentrated on
specific uses (for example, occasional social media presence or basic
record-keeping), without being systematically integrated into business or
administrative processes. Consequently, an in-person and manual operating model
predominated, with low use of digital sales channels, electronic payment
methods, and eco-digital practices linked to sustainability.
Table 4. Digital Adoption by
Microenterprises in Quevedo During the Pre-Pandemic Period (≤2019)
|
Dimension
|
Indicator
|
Statistical result
|
Analytical Interpretation
|
|
Digital presence
|
Active social media page (Facebook / Instagram)
|
Yes: 30%
No: 70%
|
Most operated without an
active digital presence, indicating that social media was not a high priority
as a business channel and that visibility and positioning were limited prior
to the health crisis.
|
|
Customer service via messaging apps (WhatsApp)
|
Yes: 35%
No: 65%
|
The use of WhatsApp for
customer service was still limited in the pre-pandemic period.
|
|
Frequent posting of content or promotions
|
Yes: 20%
No: 80%
|
Frequent posting of
content or promotions saw limited adoption,
|
|
Internal processes
|
Digital sales tracking (Excel, system, app)
|
Yes: 35%
No: 65%
|
Manual recording
predominates; the use of basic tools is rare, reflecting low traceability and
limited data-driven management.
|
|
Inventory control using a digital tool
|
Yes: 20%
No: 80%
|
Inventory control using
digital tools showed limited adoption.
|
|
Digital invoicing or
receipts
|
Yes: 30%
No: 70%
|
Digital invoicing was
not yet a widespread practice among microenterprises.
|
|
Sales and payments
|
Sales through digital channels (social media, WhatsApp, website)
|
Yes: 10%
No: 90%
|
Digital sales were rare
and not integrated into the business model; there was a high reliance on
in-person transactions and local consumption.
|
|
Acceptance of digital payments (bank transfers, cards, apps)
|
Yes: 25%
No: 75%
|
Non-digital payment
methods predominated, while the adoption of bank transfers, cards, or apps
was still limited.
|
|
Eco-friendly practices
|
Reducing paper use through digital records
|
Yes: 20%
No: 80%
|
The reduction in paper
use through digital records showed a limited level of adoption.
|
|
Procedures or administrative tasks completed digitally
|
Yes: 30%
No: 70%
|
In-person administrative
procedures persisted; the use of digital platforms was occasional, which
limited efficiency and operational continuity in the event of contingencies.
|
Source: Compiled by the author based on a survey of
microenterprises in the Quevedo canton
With regard to the results in Table 4, in operational
terms, the adoption of digital tools in the internal processes of
microenterprises in the Quevedo canton was limited and inconsistent. The use of
digital sales records reached only 35%, while inventory control via digital
tools was as low as 20%, indicating significant constraints on
information-based management and process standardization. This situation is
associated with longer operational times, a greater propensity for recording
errors, and a reduced ability to respond to fluctuations in demand, thereby
affecting operational efficiency and management capacity.
Additionally, invoicing using some form of digital
medium remained at low levels, suggesting that the adoption of digital
administrative tools was not a widespread practice but depended largely on the
levels of formalization and the existing administrative capabilities of each
production unit. In this context, digitization appears to be more closely
associated with individual initiatives by business owners than with established
organizational processes.
In the commercial sphere, the digitization of the
sales process was marginal. Sales through digital channels were exceptional
(10%), and the acceptance of digital payment methods was limited to 25%,
creating a structural constraint on the completion of the digital transaction
cycle. Even in cases where there was some degree of social media presence or
use of instant messaging , reliance on cash reduced the conversion of digital
interactions into actual sales, reinforcing the central role of in-person channels
and local consumption.
Regarding eco-digital practices, the results show
nascent levels: the reduction in paper use through digital records reached 20%,
while the completion of procedures or administrative tasks digitally reached
30%. These results demonstrate that, in the pre-pandemic period, digitization
practices linked to the environmental dimension were still in their early
stages.
Overall, the pre-pandemic period was characterized by
nascent, fragmented, and largely unstrategic digitization, with a predominance
of in-person interactions and low integration of digital technologies into
internal, commercial, and administrative processes. This scenario serves as a
key starting point for interpreting the subsequent evolution of digitization
during the 2020–2021 period, as the transformations observed occurred against a
backdrop of heterogeneous capabilities and structural limitations in management,
payments, and process integration.
Digital Transformation of Microenterprises in the
Quevedo Canton During the Pandemic (2020–2021)
During the COVID-19 pandemic (2020–2021),
microenterprises in the Quevedo canton underwent an accelerated digital
transformation, driven by mobility restrictions, the temporary closure of
in-person activities, and the abrupt drop in traditional demand. Unlike the
pre-pandemic scenario, which was characterized by nascent and fragmented
digitization, this period was marked by the intensive adoption of basic digital
tools, aimed primarily at sustaining operations, maintaining contact with
customers, and facilitating commercial transactions amid high uncertainty.
Table 5. Digital Transformation of Microenterprises
in Quevedo During the Pandemic (2020–2021)
|
Dimension
|
Indicator
|
Statistical result
|
Analytical Interpretation
|
|
Use of market-oriented
digital technologies
|
Implemented WhatsApp
Business or structured digital customer service
|
Yes: 65%
No: 35%
|
Digital
messaging established itself as the primary channel for communication and
customer service, partially replacing in-person interaction and enabling
operational continuity during the lockdown.
|
|
Increased the use of
social media for sales
|
Yes: 70%
No: 30%
|
Social
media took on a central role as a direct marketing channel, becoming the
primary means of generating visibility, attracting customers, and sustaining
revenue.
|
|
Implemented digital payments
|
Yes: 55%
No: 45%
|
Significant
progress has been made in the adoption of electronic payments; however, their
implementation has not been universal, highlighting gaps in financial
inclusion and trust in technology.
|
|
Implemented home
delivery or digital coordination
|
Yes: 60%
No: 40%
|
Digital
logistics emerged as a key component for enabling sales in contexts of
mobility restrictions, especially in commerce and services.
|
|
Organizational and Process Transformations
|
Reorganized internal
processes using digital tools
|
Yes: 60%
No: 40%
|
The
pandemic forced a reconfiguration of internal routines, promoting the use of
digital tools for coordinating, monitoring, and tracking activities.
|
|
Staff quickly learned to
use digital tools
|
Yes: 75%
No: 25%
|
The
rapid adoption of digital tools demonstrates microbusinesses’ adaptive
response to the demands created by the pandemic.
|
|
Procedures with
suppliers or customers were digitized
|
Yes: 65%
No: 35%
|
Digitizing
procedures made it possible to maintain business and administrative
relationships, reducing time, costs, and reliance on in-person interactions.
|
|
Structural barriers to digitization
|
Limitations in adequate
technological infrastructure hindered digitization
|
Yes: 45%
No: 55%
|
Connectivity
and equipment constraints limited the depth and stability of digitization,
especially in smaller-scale businesses.
|
|
A lack of digital
training was a significant barrier
|
Yes: 70%
No: 30%
|
The
lack of digital skills was the main structural barrier to more advanced and
sustainable adoption of technologies.
|
|
Lack of funding was a
significant barrier
|
Yes: 65%
No: 35%
|
Financial
constraints limited the ability to invest in more far-reaching digital
solutions.
|
Source: Compiled by the author based on a survey of
microenterprises in the Quevedo canton
The results presented in Table 5 show that, during the
COVID-19 pandemic (2020–2021), microenterprises in the Quevedo canton
experienced an acceleration of digital transformation. Unlike the pre-pandemic
period, which was characterized by limited digital adoption, the use of digital
tools—primarily aimed at maintaining communication with customers, sales, and
operational continuity—intensified during the health crisis.
The widespread adoption of digital messaging (65%) and
social media for sales (70%) reflects a clear shift toward digital channels for
interaction and marketing. These tools established themselves as key channels
for interaction and marketing during restrictions on in-person activity.
Likewise, the incorporation of digital payments (55%)
and home delivery systems or digital logistics coordination (60%) demonstrates
significant progress in the digitization of the business cycle. However, the
fact that these percentages do not reach widespread levels reveals that the
transformation was uneven and incomplete, influenced by structural factors such
as available technological infrastructure and financial inclusion.
From an organizational perspective, the results show
that digital transformation was not limited to the adoption of tools but
involved substantive changes in the way work is organized. The reorganization
of internal processes (60%), the digitization of procedures with customers and
suppliers (65%), and accelerated staff training (75%) reflect the development
of adaptive capabilities aimed at ensuring operational continuity in a highly
disruptive environment. However, these processes were primarily characterized
by their reactive nature in response to the conditions imposed by the pandemic.
The identified barriers help explain the limitations
of this transformation. The lack of digital training (70%) emerges as the main
obstacle to consolidating and deepening technological changes, followed by
budgetary constraints (65%) and infrastructure limitations (45%). These
barriers help explain why digitization during the pandemic focused on basic
tools and did not, in most cases, lead to integrated or strategic digital
models.
Overall, the digital transformation of
microenterprises in the Quevedo canton during the pandemic was characterized by
accelerated, reactive, and functional adoption, geared toward survival rather
than long-term optimization. Although this process helped sustain economic
activity in the short term, it left unresolved challenges in terms of training,
technological integration, and sustainability—challenges that take on
particular relevance in the analysis of the post-pandemic period.
Perceived Effects of Digitalization on
Sustainability—Post-Pandemic (2022–2024) _ Microenterprises in the Quevedo
Canton
In the post-pandemic period (2022–2024),
digitalization ceased to function exclusively as a reactive survival strategy—a
characteristic of the health crisis period—and began to take root as part of
the standard practices of microenterprises in the Quevedo canton. In this
context, the evaluation focused on analyzing the perceived effects of the
continued use of digital tools on the economic, social, and environmental
dimensions of business sustainability.
The data for the post-pandemic period (2022–2024) was
derived from respondents’ self-reported perceptions, collected through a field
survey conducted in 2024 and measured using a Likert scale designed to identify
trends, perceptions, and perceived effects of digitalization on post-pandemic
sustainability. The measurement used a five-point scale (1 = strongly disagree;
5 = strongly agree), focusing on microentrepreneurs’ perceptions of the effects
of digitalization on their sustainable performance.
Table 6. Perceived Effects of Digitalization on the
Sustainability of Microenterprises in the Quevedo Canton (Post-Pandemic Period
2022–2024)
|
Dimension
|
Indicator
|
Likert Distribution (%)
|
Analytical Interpretation
|
|
Economic
|
Digitization increased customer/market reach.
|
1=5%,
2=10%, 3=20%, 4=40%, 5=25%
|
A high concentration of
agreement levels (4–5 = 65%) suggests that the consolidation of digital
channels expanded commercial visibility and access to new demand segments.
|
|
Digitization increased sales or purchase frequency.
|
1=8%,
2=12%, 3=25%, 4=35%, 5=20%
|
Moderate agreement
predominates, reflecting a favorable perception of the effect of digitization
on sales.
|
|
Digitization reduced operating costs (time,
transportation, management).
|
1=12%,
2=18%, 3=30%, 4=25%, 5=15%
|
Moderate impact (4–5 =
40%): savings in management and coordination coexist with costs associated
with connectivity, training, and technology implementation.
|
|
Digitization improved business
productivity/efficiency.
|
1=6%,
2=12%, 3=22%, 4=38%, 5=22%
|
Favorable trend (4–5 =
60%), associated with process reorganization and sustained use of digital
tools in day-to-day operations.
|
|
Social
|
The business developed digital skills among its
staff.
|
1=7%,
2=13%, 3=25%, 4=37%, 5=18%
|
The majority
acknowledges progress (4–5 = 55%), consistent with accelerated learning
processes initiated during the pandemic.
|
|
Customer service and customer relations were
improved (speed, follow-up).
|
1=6%,
2=10%, 3=22%, 4=40%, 5=22%
|
Positive result (4–5 =
62%): Digitalization enhances response speed, follow-up, and the customer
experience.
|
|
Jobs were created or preserved thanks to
digitalization.
|
1=15%,
2=20%, 3=30%, 4=23%, 5=12%
|
Weak–moderate effect
(4–5 = 35%): Digitalization contributes more to sustaining business
continuity than to creating net employment.
|
|
Work organization (roles, schedules, coordination)
was improved.
|
1=10%,
2=18%, 3=28%, 4=30%, 5=14%
|
Moderate impact (4–5 =
44%), contingent on the level of formalization and standardization of
internal processes.
|
|
Environmental
|
Paper use was reduced through digitization.
|
1=8%,
2=14%, 3=28%, 4=32%, 5=18%
|
Intermediate result (4–5
= 50%): Administrative digitization reduces paper use, although certain
habits and physical requirements persist.
|
|
Logistics and deliveries (routes/coordination) were
optimized through digital tools.
|
1=12%,
2=20%, 3=30%, 4=26%, 5=12%
|
Moderate-to-low impact
(4–5 = 38%): Logistics optimization is gradual and depends on volume,
coordination, and technological capabilities.
|
|
Control over resources and supplies has improved
thanks to digital records.
|
1=10%,
2=18%, 3=30%, 4=28%, 5=14%
|
Moderate effect (4–5 =
42%): Digital records improve control, although the adoption of inventory
systems remains limited.
|
Source: Prepared by the author based on a survey of
microenterprises in the Quevedo canton
In line with Table 6, the results from the
post-pandemic period show that microentrepreneurs perceive favorable effects of
digitization on sustainability, particularly in its economic dimension. The
greatest perceived impact is observed in the expansion of market reach,
improved productivity, and, to a lesser extent, increased sales, suggesting
that the digital channels established after the pandemic continue to function
as mechanisms for generating and stabilizing revenue.
In the social dimension, digitalization has positive
effects on strengthening digital skills, customer service, and work
organization. However, the perceived effect on job creation or retention is
smaller, which is consistent with the small-scale operational structure
observed in microenterprises and the predominance of self-employment. In this
regard, digitization contributes primarily to sustaining existing employment
continuity rather than expanding the workforce.
Progress in the environmental dimension has been more
gradual. The reduction in paper use and improved resource management reflect
indirect benefits of administrative digitization, while logistics optimization
has had a more limited impact, constrained by operational capacity and the
level of business formalization. These results show that the perceived effects
of digitization are less favorable in the environmental dimension than in the
economic and social dimensions.
Overall, evidence from the post-pandemic period
indicates that digitization in microenterprises in the Quevedo canton has
transitioned from a reactive adoption phase to a phase of progressive
consolidation, with more clearly perceived effects on economic and social
sustainability than on environmental sustainability.
Discussion
A notable aspect of the microenterprise profile
analyzed is the high participation of women in business management. Although
gender is not a central variable in the study, this finding can be interpreted
in light of recent studies in Latin America that highlight the resilience and
adaptation strategies deployed by women entrepreneurs during the pandemic to
sustain their businesses (Jahanshahi et al., 2024).
The study’s results confirm that the digital
transformation of microenterprises in the Quevedo canton does not follow a
linear or homogeneous trajectory, but rather an evolution shaped by the
context, in which the adoption of digital tools has focused on solutions with a
low barrier to entry and rapid operational impact. This finding confirms that
digitization in microenterprises develops primarily as an adaptive strategy,
geared more toward survival and market sustainability than toward a structural
transformation of the business model.
In particular, the current use of digital tools shows
a clear preference for interaction and marketing platforms, such as social
media, while the adoption of more structured solutions, such as proprietary
websites or integrated systems, is limited. This empirical pattern is
consistent with the evidence reported by Gutiérrez et al. (2025), who note
that, in Ibero-American contexts, micro and small enterprises tend to
prioritize technologies compatible with their existing capabilities and with
lower investment and specialized knowledge requirements. In this sense,
Quevedo’s findings do not reflect an absence of digitization, but rather
selective digitization, aligned with internal constraints and environmental
conditions.
Based on the interpretation of the results, the
COVID-19 pandemic acts as an exogenous accelerator of the digitization process,
but not as an automatic trigger for profound transformation. Empirical evidence
shows that, although the use of digital tools intensified during the pandemic,
post-pandemic consolidation remains at intermediate levels—a pattern consistent
with evidence on digital transformation and maturity among Ecuadorian small
businesses in the post-pandemic period (Mendoza Vargas et al., 2026a). This
dynamic aligns with the findings of Cardoso et al. (2025), who argue that
external shocks can accelerate technology adoption without necessarily
generating sustained structural changes if there are no pre-existing
organizational capabilities to integrate the technology into business processes
and routines.
This empirical evidence reinforces the idea that
pandemic-induced digitalization primarily responded to immediate adaptation
needs, without guaranteeing profound organizational transformations, as noted
in the literature on changes in business models in crisis contexts
(Seetharaman, 2020).
A key finding of the study is the identification of
training and financing as the primary needs for advancing digitalization. From
an interpretive perspective, this result indicates that the ability of
microenterprises to strategically adopt technologies constitutes one of the
main challenges to advancing digitalization. Gutiérrez et al. (2025) emphasize
that training in digital skills and owner leadership are critical factors for
advancing toward higher levels of digital maturity, which explains why, in the
absence of these elements, transformation remains at an operational level.
With regard to financial constraints, the results
suggest that this barrier acts as an obstacle to the scaling up of
digitalization. Although microenterprises have managed to incorporate basic
digital tools, moving toward more complex solutions requires sustained
investments that many companies are unable to make. Wang et al. (2025) note
that digitalization can help alleviate financial constraints in innovative
firms; however, this effect depends on the existence of internal capabilities
that enable the transformation of technology into performance improvements,
which aligns with the limited depth of digitalization observed in the case of
Quevedo.
With regard to business sustainability, the results
show a positive but heterogeneous impact of digital transformation. The effects
are most evident in the economic and social dimensions—improved operational
efficiency, expanded market reach, and strengthened customer
relationships—while the effects in the environmental dimension are moderate and
largely indirect. This empirical evidence is consistent with the findings of
González-Cruz et al. (2025), who argue that digitization contributes to
sustainability when it is linked to innovation processes and an explicit
strategic orientation; otherwise, environmental benefits tend to be incremental
and subordinate to immediate economic objectives.
From a comparative perspective, the results obtained
in Quevedo are consistent with recent evidence from emerging economies, where
structural barriers and the institutional environment determine the depth of
digital transformation. National and institutional factors influence the
ability of firms to turn digitalization into sustainable competitive
advantages, reinforcing the idea that digital transformation cannot be analyzed
in isolation from the environment in which micro and small enterprises (MYPES)
operate.
Based on the above, the discussion supports the
conclusion that the digital transformation of microenterprises in the Quevedo
canton shows partial consolidation, characterized by significant adoption of
basic digital tools, persistent limitations to deepening the transformation,
and varying perceived effects on business sustainability. This finding provides
empirical evidence from a local context that aligns with the international
literature and is consistent with the findings of Li et al. (2018), who note that
digital transformation in small businesses depends critically on the
development of organizational and managerial capabilities, and not solely on
the incorporation of digital technologies.
The findings of this study reinforce the need for
comprehensive approaches that prioritize capacity building, access to
financing, and institutional support as enabling conditions for advancing
toward deeper and more sustainable digital transformation processes. In the
absence of such capacities, digitization tends to generate short-term
improvements in operational efficiency without translating into structural
transformations or sustained impacts on long-term business sustainability. In
this regard, the study provides empirical evidence from a non-metropolitan area
in an emerging economy, contributing to the understanding of how digitization
in microenterprises unfolds as an adaptive and heterogeneous process, with
varying effects on business sustainability.
Conclusions
The study
shows that digital transformation in microenterprises in the Quevedo canton has
followed a trajectory of accelerated but incomplete evolution, characterized by
incipient digitization in the pre-pandemic stage, forced and predominantly
reactive adoption during the health crisis, and partial consolidation in the
post-pandemic period (2022–2024).
The results
show more favorable perceived effects of digitization on economic and social
sustainability, particularly in terms of market reach, operational efficiency,
digital skills, and customer relationships, while the perceived effects on
environmental sustainability remain more limited and largely indirect.
This
pattern confirms that the adoption of digital tools, while necessary for
business continuity, does not in itself guarantee a profound or sustainable
transformation, as its scope is constrained by persistent structural barriers,
particularly in training, financing, and connectivity.
The
evidence shows that the digital transformation of microenterprises in Quevedo
is in a phase of partial consolidation, in which technology primarily serves to
facilitate adaptation, ensure operational continuity, and improve efficiency.
However, limitations persist in achieving a more strategic integration of
digital tools into organizational processes and the various dimensions of
business sustainability.
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