Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9, 724-739 2025 Publisher: Learning Gate DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate © 2025 by the authors; licensee Learning Gate History: Received: 20 June 2025; Revised: 1 August 2025; Accepted: 6 August 2025; Published: 11 September 2025 * Correspondence: percy.castro@autonomadeica.edu.pe Productivity and its relation to business management in Peruvian companies Emilio Wilmer Barreto Niño1, Percy Junior Castro Mejia2*, Raúl Navarrete Velarde3, Grecy Yanina Becerra Coronado4, Carlos William Atalaya Urrutia5, Mercedes Fátima Benites Montes6, Pedro Demetrio Reyes Tassara7, José Luis Ángelo Arredondo8, Nelly Alicia Guevara Delgado9 1Universidad César Vallejo, Chiclayo, Perú. 2,3Faculty of Engineering, Universidad Autónoma de Ica, Ica, Perú; percy.castro@autonomadeica.edu.pe (P.J.C.M.). 4Universidad Pontificia Católica del Perú, Lima, Perú. 5Universidad Señor de Sipán, Chiclayo, Perú. 6Superintendencia Nacional de Fiscalización Laboral, Lima, Perú. 7Colegio de Ingenieros del Perú, Lambayeque, Perú. 8Universidad San Ignacio de Loyola, Lima, Perú. 9Universidad Nacional de Tumbes, Tumbes, Perú. Abstract: This study sought to determine the relationship between productivity and Business Management in Peruvian companies. The methodology included a quantitative approach, applied type, non-experimental design, correlational and cross-sectional scope; in addition to having a sample of 50 employees to whom two questionnaires were applied seeking to evaluate their Business Management practices and the relationship it has within productivity. Among the results, Spearman's Rho correlation coefficient was applied to determine the existence or not of a relationship between the variables "productivity" and "Business Management" as well as the dimensions of the variable "Business Management", it was obtained (1) the existence of a considerable positive correlation (r=0.723) and a significance level of less than 5% between both variables, (2) a considerable positive correlation (r=0.670) and a significance level of less than 5% between effectiveness and Business Management, (3) a considerable positive correlation (r=0.636) and a significance level of less than 5% between efficiency and Business Management and (4) a very strong positive correlation (r=0.853) and a significance level of less than 5% between innovation and Business Management. The conclusion is that those companies that prioritize effectiveness, efficiency and promote innovation within their business management are more productive and competitive in the market; furthermore, this study offers a solid platform for future research and for the development of strategies that promote productivity and business success in the Peruvian context. Keywords: Business management, Lean production, Organizational culture, Organizational performance, Productivity. 1. Introduction The interaction between productivity and business management is a crucial aspect of business effectiveness and competitiveness. Productivity, as a measure of efficiency in the use of resources to achieve results, is fundamental to business performance and profitability. On the other hand, business management encompasses the strategies and practices aimed at making good decisions as well as directing the organization toward its goals. Furthermore, understanding and optimizing this relationship is essential to drive operational efficiency, and innovation, and maintain a competitive advantage in an ever-evolving market [1]. In the international context, in Jordan, a positive relationship was found between employee productivity and business management effectiveness, highlighting the importance of effective 725 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate management strategies in optimizing productivity in the Peruvian business context [2]. Additionally, it was noted that occupational safety and health, along with port performance and labor safety, significantly influence cargo loading and unloading productivity, providing an important precedent for research, and demonstrating the relevance of factors such as labor safety and occupational health in port service productivity [3]. Within the national scope in Lima, a literature review was conducted on the productivity of incident management with conversational chatbots, highlighting that the integration of conversational agents in incident management has a substantial impact, achieving greater operational efficiency by shortening response times and, simultaneously, increasing customer satisfaction, which translates to a more positive experience and greater brand loyalty [4]. Additionally, a business management model based on administrative thought theories in Mypes was proposed, revealing that business management practices have a positive and significant influence on different aspects of entrepreneurship [5]. Furthermore, it was found that innovations in products, services, and marketing were associated with an increase in market share, while innovations in processes and organization were related to productivity. Moreover, it was discovered that companies with R&D activities had a greater positive association between innovation strategies and productivity compared to companies without R&D [6]. In Chiclayo, a study was conducted at the José Leonardo Ortiz District Municipality, revealing that the implementation of a process management model significantly contributes to optimizing public services and the efficient use of resources [7]. Additionally, it was demonstrated that there is a need to improve the debt management process through the application of the BPM (Business Process Management) methodology, to reduce time and costs, monitor performance through key indicators, and improve decision-making [8]. Figure 1. Peruvian construction company. From a theoretical justification, this study focuses on the existing gap regarding the analysis of both variables, considering various currents of administration, such as models and/or strategies that improve productivity management in these entities. As a practical part, some recommendations will be obtained that will provide valuable information for the companies under study regarding their dimensions. 726 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate Methodologically, this research is considered quantitative, non-experimental, correlational, and cross- sectional. Additionally, instruments will be used to collect data such as interviews and surveys. Finally, the study seeks to determine the relationship between productivity and Business Management in Peruvian companies during the period 2023-2024. 1.1. Conceptual Theories 1.1.1. Business Model Theory This refers to the conceptual framework that describes how a company creates, delivers, and captures value through its business activities. This approach focuses on the underlying structure and logic that supports the operation of an organization, including how it generates revenue, interacts with its customers, manages its resources, and establishes strategic alliances [9]. 1.1.2. Business Management Theory This refers to the set of principles, concepts, techniques, and practices that guide the administration and management of a company or organization to achieve its objectives efficiently and effectively. It also covers aspects such as planning, organizing, directing, and controlling resources (human, financial, material, etc.) to achieve maximum benefit and business success [10]. 1.1.3. Total Quality Management Theory This seeks to constantly optimize the quality of the entity's products or services, focusing on the idea that employees, from managers to frontline workers, are responsible for ensuring quality at every stage of the process. This involves identifying and correcting errors, involving everyone in continuous improvement, and focusing on meeting the needs and expectations of their customers [11]. 1.1.4. McGregor's Theory X and Theory Y This describes two different approaches to how managers perceive their employees. In the first, it is believed that people are lazy, do not enjoy work, and require close control and supervision. In contrast, the second considers that they are intrinsically motivated, seek responsibilities and challenges, and can be self-disciplined. These theories influence the way organizations are managed and directed [12]. Figure 2. Methodology. 2. Materials and Methods Research approach: Quantitative, as the application of techniques and instruments seeks to obtain numerical data, allowing the evaluation of the relationship between these variables. It is also distinguished by the use of statistical tools to quantify phenomena and is based on measurement and quantification to collect, process, and analyze data [13, 14]. Type of research: Applied, as with the help of the theoretical bases, it seeks to arrive at recommendations that serve as a guide for other companies or, if necessary, serve as a precedent for future research [15, 16]. 727 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate Research design: Non-experimental, as there is no manipulation between variables; in other words, the variables have not been intentionally changed. Instead of conducting experiments, we observe events in their natural environment and then study them [17, 18]. The image of the design is presented below: Figure 3. Research Design. Where: M: Employees of Peruvian companies X: Productivity Y: Business Management Scope of the research: Correlational, seeking to determine the strength of the relationship between two or more variables of interest for the same set of participants, or between two observable events or occurrences [19]. Research cross-section: Transversal, as the instrument will only be applied in a specific period [20]. Population: Refers to the sum of the elements defined by the researchers according to the definitions developed in the study. Within the research, a Peruvian company and also its collaborators will be taken into account [21]. • Inclusion criterion: Accounting and administrative area. • Exclusion criterion: The rest of the areas. 728 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate Figure 4. Table of Operationalization of the Variables. Sample: Subgroup of cases of a population to whom the data collection will be applied and must be representative [19]. In this research, 50 collaborators of this Peruvian company will be considered. Sampling: It is a technique to study the sample and as a result of the application of this technique to the population a statistician is obtained. In our study, non-probability convenience sampling will be used [22]. Unit of analysis: The unit of analysis will be each employee in the accounting and administrative area. Survey: Statistical tool considered as a technique to be applied to the established sample of people [23]. A questionnaire will be elaborated as an instrument to store the data obtained to later be processed by different statistical methods [24]. Table 1. Measuring instrument datasheet. Year 2024 Type of Instrument Questionnaire Objective Determine The Relationship Between Productivity and Business Management Sample Collaborators Number of Items 36 Total Divided Into: V1: 17 Items, V2: 19 Items Application Direct Administration Time 20 Minutes Scale Likert: (5) Strongly Agree (4) Agree (3) Neither Agree nor Disagree (2) Disagree (1) Strongly Disagree Note: Information from the data collection instrument. Adapted from "Modelo Business Process Management y la productivity en la empresa Corporación Visión SAC, Lima 2020", by Gómez [25]. (https://repositorio.ucv.edu.pe/bitstream/handle/20.500.12692/59195/Gomez_DMY-SD.pdf?sequence=1&isAllowed=y) The level of reliability is related to the accuracy and consistency of the information obtained through an instrument managed at different times [26]. 729 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate Figure 5. Reliability of the instrument that measures Productivity. Note: Adapted from the SPSS v.26 statistical software. Cronbach's alpha coefficient is found to be 0.910, indicating that the reliability of this instrument is good. Figure 6. Reliability of the instrument that measures Business Management. Note: Adapted from the SPSS v.26 statistical software. Cronbach's alpha coefficient was found to be 0.942, indicating that the instrument is good. Figure 7. Data collection procedure. 730 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate 3. Results and Discussion 3.1. Descriptive Results 3.1.1. Descriptive Analysis of the Productivity Variable Table 2. Rating Scale of the Productivity Variable in Relation to its Dimensions. Scores Level Minimum Maximum Low Medium High Productivity 45 68 45–59 60–64 65–68 Management 9 21 9–16 17–19 20–21 Processes 14 25 14–20 21–22 23–25 Business 14 25 14–20 21–22 23–25 Note: Adapted from the SPSS v.26 statistical software. Table 2 presented a rating scale for the "Productivity" variable along with its dimensions "management", "processes" and "business". The scores for this variable ranged from a minimum of 45 to a maximum of 68. This variable was classified into three levels: low, medium, and high. Scores between 45 and 59 indicated a low impact, those between 60 and 64 had a medium impact, and scores between 65 and 68 corresponded to a high impact. Regarding the dimensions, the scores ranged from a minimum of 9 and a maximum of 25. Figure 8. Distribution of the Productivity Variable. Note: Adapted from the SPSS v.26 statistical software. 731 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate Figure 9. Distribution of the Productivity Variable. Figure 8 and Figure 9 showed the distribution of the "Productivity" variable according to the responses given by the respondents. With a total of 50 valid responses, sixteen (9.7%) people disagreed with the statement about the impact of productivity in these companies. Twenty-three (13.9%) remained indifferent (being the majority) and eleven (6.7%) agreed. Table 3. Rating Scale of the Productivity Variable In relation to its dimensions. Disagree Indifferent Agree (N) (%) (N) (%) (N) (%) Management 4 2.4 25 15.2 21 12.7 Processes 13 7.9 18 10.9 19 11.5 Business 14 8.5 15 9.1 21 12.7 Table 3 showed the distribution of the dimensions of the "Productivity" variable divided into three categories: Management, Processes, and Business. For each dimension, the responses of the respondents were presented, distributed in the categories of "disagree", "indifferent", and "agree". In the "Management" dimension, 4 respondents (2.4%) disagreed with the positive impact of this variable, 25 (15.2%) were indifferent, and 21 (12.7%) agreed. In the "Processes" dimension, 13 respondents (7.9%) disagreed with the positive impact of this variable, 18 (10.9%) were indifferent, and 19 (11.5%) agreed. In the "Business" dimension, 14 respondents (8.5%) disagreed with the positive impact of this variable, 15 (9.1%) were indifferent, and 21 (12.7%) agreed. 3.1.2. Descriptive Analysis of the Business Management Variable Table 4. Rating Scale of the Business Management Variable in Relation to its Dimensions. Scores Level Minimum Maximum Low Medium High Business Management 52 78 52–67 68–71 72–78 Effectiveness 10 20 10–16 17–18 19–20 Efficiency 18 32 18–28 29–30 31–32 Innovation 14 26 14–21 22–23 24–26 Note: Adapted from the SPSS v.26 statistical software. Table 4 presented a rating scale for the "Business Management" variable along with its dimension’s "effectiveness", "efficiency" and "innovation". The scores for this variable ranged from a minimum of 52 to a maximum of 78. This variable was classified into three levels: low, medium, and high. Scores 732 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate between 52 and 67 indicated a low impact, those between 68 and 71 had a medium impact, and scores between 72 and 78 corresponded to a high impact. Regarding the dimensions, the scores ranged from a minimum of 10 and a maximum of 32. Figure 10. Rating Scale of the Business Management Variable in Relation to its Dimensions. Note: Adapted from the SPSS v.26 statistical software. Figure 11. Distribution of the Business Management Variable. Note. Adapted from the SPSS v.26 statistical software. Figure 10 and Figure 11 showed the distribution of the "Business Management" variable according to the responses given by the respondents. With a total of 50 valid responses, seventeen (10.3%) people disagreed with the statement about the impact of Business Management in these companies. Twenty (12000.1%) remained indifferent (being the majority) and thirteen (7.9%) agreed. Table 5. Rating Scale of the Productivity Variable in Relation to its Dimensions. Disagree Indifferent Agree (N) (%) (N) (%) (N) (%) Effectiveness 11 22.0 15 30.0 24 48.0 Efficiency 14 28.0 26 52.0 10 20.0 Innovation 15 30.0 23 46.0 12 24.0 Table 5 showed the distribution of the dimensions of the "Business Management" variable divided into three categories: Effectiveness, Efficiency, and Innovation. For each dimension, the responses of the respondents were presented, distributed in the categories of "disagree", "indifferent", and "agree". In the 733 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate "Effectiveness" dimension, 11 respondents (22%) disagreed with the positive impact of this variable, 15 (30%) were indifferent, and 24 (48%) agreed. In the "Efficiency" dimension, 14 respondents (28%) disagreed with the positive impact of this variable, 26 (52%) were indifferent, and 10 (20%) agreed. In the "Innovation" dimension, 15 respondents (30%) disagreed with the positive impact of this variable, 23 (46%) were indifferent, and 12 (24%) agreed. 3.2. Inferential Results and Discussion For this part, a normality test of both variables is proposed, to decide which parametric test should be used at the moment of analyzing the relationship between the variables. 3.3. Normality Test Ha: The figures follow a normal distribution Ho: The figures do not follow a normal distribution Table 6. Normality test of the variables and their dimensions. Shapiro-Wilk Statistic GL SIG. Management 0.754 50 0.000 Processes 0.882 50 0.000 Business 0.884 50 0.000 Effectiveness 0.762 50 0.000 Efficiency 0.810 50 0.000 Innovation 0.877 50 0.000 Productivity 0.910 50 0.000 Business Management 0.942 50 0.000 All variables and dimensions have a significance level of less than 5%. Therefore, the Ho is rejected in all cases, and it is concluded that all figures follow a normal distribution, which leads to the use of a nonparametric Spearman's Rho test. 3.4. General Hypothesis Test Ha: Productivity is significantly related to Business Management in Peruvian companies during the period 2023-2024. Ho: Productivity is not significantly related to Business Management in Peruvian companies during the period 2023-2024. Figure 12. General hypothesis testing. **. Correlation is significant at the 0.01 level (bilateral). The general objective of this research was to determine the relationship between productivity and Business Management in Peruvian companies during the period 2023-2024. The results showed a 734 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate considerable positive correlation with a Spearman's Rho correlation coefficient of 0.723 and a significance level of less than 5%, thus considering the acceptance of the alternative hypothesis where the existence of this relationship is specified. 3.5. Specific Hypothesis Test 1 Ha: Effectiveness is significantly related to Business Management in Peruvian companies during the 2023-2024 period. Ho: Effectiveness is not significantly related to Business Management in Peruvian companies during the period 2023-2024. Figure 13. Specific hypothesis testing 1. **. Correlation is significant at the 0.01 level (bilateral). Specific objective 1 was to determine the relationship between effectiveness and Business Management in Peruvian companies during the period 2023-2024. The results showed a considerable positive correlation with a Spearman's Rho correlation coefficient of 0.670 and a significance level of less than 5%, thus considering the acceptance of the alternative hypothesis where the existence of this relationship is specified. 3.6. Specific Hypothesis Test 2 Ha: Efficiency is significantly related to Business Management in Peruvian companies during the 2023-2024 period. Ho: Efficiency is not significantly related to Business Management in Peruvian companies during the period 2023-2024. 735 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate Figure 14. Specific hypothesis testing 2. **. Correlation is significant at the 0.01 level (bilateral). Specific objective 2 is to determine the relationship between efficiency and Business Management in Peruvian companies during the period 2023-2024. The results showed a considerable positive correlation with a Spearman's Rho correlation coefficient of 0.636 and a significance level of less than 5%, thus considering the acceptance of the alternative hypothesis where the existence of this relationship is specified. 3.7. Specific Hypothesis Test 3 Ha: Innovation is significantly related to Business Management in Peruvian companies during the 2023-2024 period. Ho: Innovation is not significantly related to Business Management in Peruvian companies during the 2023-2024 period. Figure 15. Specific hypothesis testing 3. **. Correlation is significant at the 0.01 level (bilateral). Finalizing with specific objective 3, to determine the relationship between innovation and Business Management in Peruvian companies during the period 2023-2024. The results showed a very strong positive correlation with a Spearman's Rho correlation coefficient of 0.853 and a significance level of less than 5%, thus considering the acceptance of the alternative hypothesis where the existence of this relationship is specified. 4. Discussion The results of the general objective are complemented by the study of Matta where a Pearson correlation coefficient of r=0.85 with a significance value of less than 0.05 was obtained, demonstrating a high positive relationship between both variables; these findings support the importance of effective management of business processes to improve worker productivity, which suggests the implementation of specific strategies in the field of Business Management to enhance job performance and business success in the Peruvian context [27]. By Gómez [25] a moderate positive correlation was observed 736 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate between both variables, with a correlation coefficient of 0.621 and a P-value < 0.05; furthermore, it was revealed that the "high" level of the Business Process Management variable was 76.67%, while the "high" level of the productivity variable reached 55% of the entire sample [25]. We also take into account the study by Rázuri [28] with a correlation coefficient of 0.75, which indicates that as effective Business Management practices are implemented, the productivity of Peruvian companies tends to increase consistently [28]. Bejarano-Auqui found that Business Management practices have a positive and significant influence on the productivity of Peruvian companies, with a beta coefficient of 0.9782 (p < 0.001), which shows that effective business management is directly related to higher levels of productivity in the organizations studied [5]. Similarly, these results are complemented by the research of Rivera who observed that productivity experienced a notable decrease, going from an average range of 26.92 to 10.70, representing a reduction of 60. 25%, being attributed to the restrictions imposed during the confinement by COVID-19 in 2020, which negatively impacted the number of scheduled appointments and the performance of preventive maintenance on vehicles; furthermore, when applying the Kruskal-Wallis test, a value of 17.095 was obtained with a significance level of p=.000, which led to the rejection of the null hypothesis and showed that there are significant differences in productivity in the service company during the period analyzed [29]. The results of the specific objective 1 are complemented by the study of Bejarano-Auqui where a positive and significant correlation was demonstrated between Business Management practices and business effectiveness, observing that these practices have a positive and significant influence on the effectiveness of Peruvian companies, with a beta coefficient of 0.3453 (p < 0.001) [5]. Likewise, the research of Rázuri [28] also shows a significant positive correlation between effectiveness and Business Management, with a correlation coefficient of 0.68, which indicates that the implementation of effective Business Management strategies is closely related to higher levels of effectiveness in Peruvian companies [28]. For his part Gómez found a moderate positive correlation between both variables, with a correlation coefficient of 0.531 and a P-value < 0.05, in addition, the results revealed that the "high" level of the Business Process Management variable was 73.33%, while the "high" level of the effectiveness variable reached 55% of the sample [27]. Matta also found a Pearson correlation coefficient of r=0.796 with a significance value of less than 0.05 [27]. The results of the specific objective 2 are complemented by the study of Rivera where upon applying the Kruskal-Wallis test, a value of 18.631 was obtained with a significance level of p=.000, which led to the rejection of the null hypothesis and demonstrated the existence of significant differences in the efficiency in the service company during the period analyzed; in addition, it was observed that the efficiency in the company experienced a notable reduction, with a decrease in the average efficiency range from 27. 46 to 11.40, equivalent to a decrease of 58.49%, being attributed to the restrictions generated by the COVID-19 pandemic, such as the partial or total closure of service companies and the reduction in the number of personnel allowed in specific areas, which directly impacted the established man-hours [29]. Matta showed a Pearson correlation coefficient of r=0.825 with a significance value of less than 0.05, evidencing a strong positive correlation between these two variables, showing the importance of efficient management of business processes to enhance the efficiency of workers [27]. Likewise, Gómez identified a moderate positive correlation between both variables, with a correlation coefficient of 0.621 and a P value < 0.05, and within the results it was shown that the "high" level of the Business Process Management variable was 76.67%, while the "high" level of the efficiency variable reached 55% of the sample [25]. In turn, Rázuri [28] revealed a significant positive correlation with a correlation coefficient of 0.72; in other words, the importance of efficient business management oriented to process optimization to enhance performance and competitiveness in the Peruvian business context was highlighted [28]. Also taking into account Arteaga and Saavedra showed that companies that implemented effective Business Management strategies managed to improve their efficiency by an average of 25% compared to those that did not adopt these practices [7]. The results of the specific objective 3 are complemented by the study of Rázuri [28] where the results highlighted a significant positive correlation with a correlation coefficient of 0.80, specifying that 737 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate the implementation of innovative strategies in the framework of a solid Business Management is closely linked to higher levels of innovation in Peruvian companies [28]. Similarly, Bejarano-Auqui explored this relationship, and the results revealed a positive and significant correlation, finding that Business Management practices have a positive and significant influence on innovation in Peruvian companies, with a beta coefficient of 0.2364 (p < 0.001) [5]. These results are also complemented by Rivera found that the implementation of technological innovation policies and the optimal use of technological tools were directly related to a 21% increase in labor productivity and a 29% increase in total factor productivity [29]. Bravo showed that companies that integrated innovative practices within their Business Management approach experienced a 35% increase in the efficiency of their collection processes; furthermore, it was observed that the implementation of innovation-oriented Business Management strategies resulted in a 40% improvement in customer satisfaction [8]. Considering also Sookdeo whose statistical data showed that, after the implementation of innovative practices within the framework of effective business management, the rate of innovation in the company increased by 35% in six months [30]. 5. Conclusion The results of the statistical analysis using Spearman's Rho test indicate a considerable positive correlation (r = 0.723) between productivity and Business Management in Peruvian companies during the period 2023-2024, accepting the alternate hypothesis, which confirms a significant relationship between both variables and the null hypothesis is rejected. This result mentions that those companies that implement effective business management practices not only optimize their performance but also create an environment conducive to growth and sustainability, highlighting the importance of business management as a key factor in improving productivity in the Peruvian context. Regarding effectiveness, the results show a significant positive correlation (r = 0.670) with Business Management, implying that as Peruvian companies improve their operational effectiveness, they also strengthen their business management. This significant relationship suggests that management practices that promote efficiency, such as staff training and process optimization, are essential for organizational success; moreover, companies that focus on becoming more efficient tend to adapt better to market changes, allowing them not only to survive but also to thrive in a competitive environment. On the other hand, the considerable positive correlation (r = 0.636) between efficiency and Business Management highlights the importance of optimizing resources and internal processes in Peruvian companies, which indicates that those organizations that achieve efficient management of their resources not only reduce costs, but also improve their capacity to respond to market challenges and, in addition, efficiency in business management allows companies to be more competitive, which translates into better overall performance. Finally, the very strong positive correlation (r = 0.853) between innovation and Business Management indicates that companies that foster innovation in their operations and business models tend to have more effective business management, mentioning that the ability to innovate is not only related to creativity and the development of new products but also to the implementation of management strategies that promote an organizational culture open to change and companies that invest in innovation tend to be more agile and adaptive, which allows them to capture new opportunities and face challenges proactively. 6. Recommendation Companies need to focus on strengthening their business management, so it is recommended to improve planning, organization, management, and control processes to optimize the use of resources and achieve organizational objectives efficiently. Companies must adopt strategies that will enable them to achieve their goals effectively, which is why the implementation of quality management systems, process optimization, and continuous staff training are recommended. 738 Edelweiss Applied Science and Technology ISSN: 2576-8484 Vol. 9, No. 9: 724-739, 2025 DOI: 10.55214/2576-8484.v9i9.9938 © 2025 by the authors; licensee Learning Gate It is also essential for companies to focus on maximizing the use of their human, material, and financial resources, so it is recommended that they implement process automation, adopt information technologies, and continuously improve operations. Finally, companies must foster a culture of innovation, and it is therefore recommended that they invest in research and development, as well as adopt new technologies and business models that will enable them to differentiate themselves in the market and increase their competitiveness. Funding: This research is funded by Universidad Autonoma de Ica – Peru. Transparency: The authors confirm that the manuscript is an honest, accurate, and transparent account of the study; that no vital features of the study have been omitted; and that any discrepancies from the study as planned have been explained. This study followed all ethical practices during writing. Acknowledgments: To God for the blessings, He gives us every day. To our parents, for their moral and constant support. To our teacher, for always guiding us on the path of good and providing us with the necessary tools for our personal and professional development. Copyright: © 2025 by the authors. This open-access article is distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/). References [1] A. Alshaabani, F. Naz, R. Magda, and I. 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