From a practical point of view, the publications I have shared so far on Agribusiness will contribute to the clarification of the approaches and other theoretical positions integrating the particular vision of the variables of segregation, social responsibility and competitive advantages, the importance lies in the fact that the social responsibility and competitive advantages that are present in this type of companies is that they are dedicated to the commercialization of agricultural and food products.

Effective agribusiness production systems must be seen as a broad and continuous process that must be adapted to the culture of the organizations, which consists of evaluating the performance of the personnel (knowledge, experience, skills, abilities, motives, attitudes or values) and the necessary conduct that leads to the goals proposed by the personnel and by the organization as a whole.

From the social point of view, the strategic scope of Agribusiness is to define the commitment of its workers with the company, i.e. to evaluate how each worker contributes to the development, welfare and productive improvement of the company, it is a matter where Agribusiness considers its workers from a social vision to optimize its results in a given context.

The strategic social verification of agribusinesses gives validity to the approaches or theoretical models that we will try to contrast and analyze, therefore, the results will benefit agribusinesses since it will provide the management of these companies with the tools and guidelines that lead to better management.

In other words, these organizations necessarily require the development of skills, abilities, training, updating, professionalism and performance of roles required by management, professional performance to address various situations, as well as to handle the advent of changes and the social responsibility that derive from them.