This study examined how different factors—environmental, human resources, managerial, technological, and innovation—influence the organizational performance of small- and medium-sized enterprises (SMEs). For the study methodology, a correlational research design was used to examine the relationships between variables in a sample of 476 SMEs in Colombia. Advanced statistical techniques were used, such as regression and correlation analyses with Monte Carlo simulation. We evaluated four dimensions, 16 factors, and 197 related variables to understand their impact on business performance. The results show that all the studied factors, i.e., environment, structure, management, and people, have a positive relationship with organizational performance. Additionally, the results indicate that SMEs tend to have strong performance in the dimensions of finance, infrastructure, and production but weaker performance in those of international, socioenvironmental, technological, institutional philosophy, process, and human resources management. These findings provide valuable insight into the areas that SMEs may need to focus on to improve their performance while underscoring the importance of considering a variety of factors when developing strategies to improve organizational performance.

This study contributes to Sustainable Development Goal (SDG) 8 by examining how strategic management drives technological transformation in small and medium-sized enterprises (SMEs) within emerging economies. The research aims to assess the impact of strategic management on the technological transformation of a mobile phone distribution company in Jaén, Peru, in 2025. Using a quantitative, non-experimental, cross-sectional design, data was collected through surveys conducted to 105 employees. The findings demonstrate a direct and statistically significant relationship between strategic management and technological transformation, supported across four core dimensions: strategic formulation, implementation, evaluation, and environmental adaptation. Strategic formulation shapes organizational vision and long-term objectives; implementation translates strategy into operational action; evaluation ensures performance monitoring and learning; and environmental adaptation enables responsiveness to dynamic market and technological changes. Together, these dimensions form an integrated management model that enhances digital maturity, process automation, and organizational innovation. Beyond its empirical contribution, the proposed model offers practical relevance, as it is replicable and scalable to similar SMEs seeking to strengthen competitiveness through digital transformation. The study finally discusses the role of strategic management as a critical enabler of sustainable growth, workforce upskilling, and technological modernization in peripheral and emerging regions.