Socioemotional Governance and Workplace Well-Being in Border Microenterprises: The Role of Informal Leadership and Group Cohesion

Abstract This study examines how workplace well-being is shaped in low-formalization microenterprises, where coordination and recognition arise primarily from interpersonal relationships rather than formal hierarchies. Integrating Social Exchange Theory, Self-Determination Theory, and the Input–Mediator–Output–Input (IMOI) framework, we propose a socioemotional governance model in which Informal Leadership and Group Cohesion act as inputs that activate Informal Communication, Recognition/Motivation, and Workplace Relationships, ultimately explaining workplace well-being through Job Satisfaction. Using a cross-sectional explanatory–predictive design, data from 450 employees in commercial microenterprises in Aguas Verdes (Peru–Ecuador border) were analyzed with PLS-SEM (SmartPLS version 4.0.9.6). The proposed model explains over half of the variance in Job Satisfaction (R² = 0.513). Informal Leadership strongly predicted Group Cohesion (β = 0.768), and Recognition/Motivation emerged as the strongest predictor of Job Satisfaction (β = 0.550). Theoretically, we introduce the efficiency–fragility paradox, whereby informal networks may substitute hierarchical functions and enhance well-being, while simultaneously increasing vulnerability when socioemotional dynamics become concentrated among a limited set of actors. Practically, we recommend mapping relational nodes, distributing leadership roles, and institutionalizing low-cost micro-routines of recognition to strengthen sustainable workplace well-being in low-formalization contexts.