Configurações Estratégicas em MPEs: uma análise da atuação de mulheres empreendedoras do setor de serviços de Londrina - PR

Abstract

strategic settings in micro and small Business:an analysis on the performance of women entrepreneurs of services sector in londrina -Pr resumo A presente pesquisa busca verificar a existência de diferentes configurações no processo de formação de estratégia em pequenas empresas do setor de serviços de Londrina/PR. Como referencial teórico utilizou-se os estudos de Cochia e Machado da Silva (2004) acerca do contexto ambiental, Miles e Snow (1978) e os quatro tipos de estratégia, Carland, Carland e Hoy (1992, 1998) e Inácio e Gimenez (2004) para mensurar o grau empreendedor, e Bailey e Avery (1998)) para a classificação dos tipos estratégicos. Quanto aos procedimentos metodológicos a pesquisa classifica-se como quantitativa, descritiva e exploratória. Realizou-se um censo com as 70 empresas de serviço associadas à CMEG/FECOMERCIO. Quanto aos resultados observou-se que a maioria dos dirigentes dessas empresas tem atitude Empreendedora; que o principal tipo de estratégia competitiva adotado foi a Incremental; que o contexto ambiental das empresas é local; e a dimensão predominante no desenvolvimento da estratégia é a Prospector, ou seja, são empresas que buscam continuamente ampliar a linha de produtos/serviços. Palavras-chave: estratégia, formulação estratégica, administração de MPEs, empreendedorismo.

Dimensions of Strategic Management in the Context of Micro and Small-Sized Enterprises

“…In the classification of Miles and Snow (1978), this first group fits in the prospector mode, because companies with these characteristics are precursors of innovation and for that, they need to identify new opportunities. The results are similar to those obtained by Gonçalves et al (2017) in MSEs in the Londrina (PR) city, and by Behling and Lenzi (2019) in the Santa Catarina state, where most of the companies analyzed fall into the prospector group. This is important, as the prospector type is considered to have the greatest growth potential (WEBER; GENESTE; CONNELL, 2015), in addition to being identified as the type with the highest profitability KEUNG, 2019).…”

“…Such a situation can be determined by the lack of strategic management planning and, in these cases, the change due to opportunities and organizational flexibility only occurs as a last resort. According to Gonçalves et al (2017), the typical approach of these establishments is to wait and see, and respond only when pressed.…”

“…In the literature, studies were found on SMEs' SM, however, they are based on only one of the aspects addressed here or only mention the existence, nonexistence or importance of SM (BEHLING;LENZI, 2019;KEUNG, 2019;GONÇALVES et al, 2017;HABIB;HASAN, 2019;MORARU;POPA, 2018;SOARES;TEIXEIRA;PELISSARI, 2011;UPSON;GREEN, 2017;WEBER;GENESTE;CONNELL, 2015), this being a differential of this study. To meet the proposed objective, initially the theoretical aspects that underlie the SM analysis will be discussed and, later, a diagnosis will be made through cluster analysis.…”

“…Source: Miles and Snow (1978) The great advantage of the proposed classification is the possibility of application in organizations of any size, due to the simplicity of adjusting organizational behavior to one of the categories (BEHLING; LENZI 2019). This classification was validated in the businesses of the most diverse sectors and sizes (CHARLES; OJERA; DAVID, 2015;KEUNG, 2019;DEY;SHARMA;PANDEY, 2019;GONÇALVES et al, 2017;HABIB;HASAN, 2019;MORARU;POPA, 2018;SOLLOSY;GUIDICE;PARBOTEEAH, 2019).…”

“…Strategic Management (SM) in organizations has been the subject of study from several perspectives. The focus on the analysis of SM models (MILES; SNOW, 1978;MINTZBERG, 1973), in its importance (GONÇALVES et al, 2017;SAHNI, 2017), the impact on performance KEUNG, 2019;MATTIODA ;DAUGHERTY, 2007) and the challenges faced in organizations (WIT, 2017) have prevailed. However, most studies still focus on the reality of large organizations, leaving small companies in the background (SANTOS; DOROW; BEUREN, 2016;UPSON;GREEN, 2017).…”