Ambiente, estratégia e desempenho em micro e pequenas empresas

• Autor(a) principal: Fagundes, Fabio Mello
• Data de Publicação: 2008
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório do Centro Universitário Braz Cubas
• Texto Completo: https://repositorio.cruzeirodosul.edu.br/handle/123456789/2849
• topic: Estratégia; Turbulência Ambiental; Pequenas Empresas; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

In Brazil, micro and small companies represent 99.2% of the 4.1 million registered companies in the industrial, commerce and service sectors, and account for 20% of the Gross National Product (GNP). Half of all new companies close however, within two years of beginning operations. The objective of this study is to analyze the relationship between strategies and performance in environments subject to different degrees of turbulence, in micro and small companies within the State of Paraná. The sample was composed by adherent answerers through invitation by email. There were 101 responses through the author’s website, and 70 were valid for analysis that underwent statistical tests. The study was undertaken using the Gimenez (1993) model to evaluate the environment and levels of environmental turbulence. To evaluate strategies, the model of Miles and Snow (1978) was utilized, applied as Davig (1986). To gather information about strategy focus (profit or survival), a questionnaire was especially created. And the model of Kilmann and Herden (1986) was applied to performance issues. This study clearly shows that there has been an enormous growth in the perception of the way in which technology as an environmental pressure factor, compared to the Miles and Snow (1978) and Gimenez (1993) studies. It also shows that there has been a considerable decrease in the perception of turbulence related to government and supplier influence. A correlation tendency between strategy focus (profit or survival) and environmental turbulence was also noted. In companies where there was environmental performance turbulence, the pursuit of profit was put in second place and the focus went on to survival, what supports the theory of Bandeira de-Mello and Cunha (1994). Otherwise, this correlation is not associated with organizational performance. There was also found a correlation between strategies and organizational objectives. The results of this study can not be considered as being conclusive. It is hoped however, that they will form the base for further studies and be a source of reflection in the business community.