Orientação empreendedora e competências de marketing no desempenho organizacional: um estudo em empresas de base tecnológica

A relacao entre orientacao empreendedora, competencias diferenciadas de marketing e desempenho organizacional e aqui analisada tendo como objeto as empresas que atuam no setor de base tecnologica da Regiao Metropolitana do Recife (RMR), cenario reconhecido pela geracao de empreendimentos de servicos com tecnologias avancadas. Foi realizado um levantamento exploratorio dentre 59 empresas, classificadas por porte e maturidade. Uma forte orientacao empreendedora e a maturidade dessas empresas estao positivamente associadas a indices superiores de inovacao, proatividade e assuncao de risco, alem de implicarem em elevados niveis de competencia em marketing. Esses fatores revelam-se produtores de incremento de desempenho organizacional. Recomenda-se o desenvolvimento de programas de incentivo e de capacitacao que auxiliem a potencializar, de forma diferenciada, as expertises peculiares a vocacao e aos interesses estrategicos dos dirigentes, e a aperfeicoar a maturidade empreendedora vigente em empresas que atuam em setores de alta tecnologia.

[1]  Louis Jacques Filion Diferenças entre sistemas gerenciais de empreendedores e operadores de pequenos negócios , 1999 .

[2]  Shaker A. Zahra,et al.  A Conceptual Model of Entrepreneurship as Firm Behavior: A Critique and Extension , 1993 .

[3]  A. V. D. Ven,et al.  Explaining Development and Change in Organizations , 1995 .

[4]  G. Knight Entrepreneurship and Marketing Strategy: The SME under Globalization , 2000 .

[5]  D. B. Montgomery,et al.  First‐mover advantages , 1988 .

[6]  Warren B. Brown,et al.  Adaptive responses by conservative and entrepreneurial firms , 1988 .

[7]  P. Kilby Hunting the Heffalump , 1971 .

[8]  F. Bradley,et al.  Does the Firm's Technology and Marketing Profile Affect Foreign Market Entry? , 2000 .

[9]  D. Slevin,et al.  A Conceptual Model of Entrepreneurship as Firm Behavior , 1991 .

[10]  P. H. Friesen,et al.  Innovation in Conservative and Entrepreneurial Firms: Two Models of Strategic Momentum , 1982 .

[11]  David J. Collis,et al.  Competing on Resources: Strategy in the 1990s , 1999 .

[12]  G. Day The Capabilities of Market-Driven Organizations , 1994 .

[13]  J. Mentzer,et al.  The Effects of Entrepreneurial Proclivity and Market Orientation on Business Performance , 2002 .

[14]  C. Long,et al.  Using core capabilities to create competitive advantage , 1995 .

[15]  M. Meulenberg,et al.  Market Orientation, Innovativeness, Product Innovation, and Performance in Small Firms , 2004 .

[16]  F. C. P. Motta,et al.  Jeitinho brasileiro, controle social e competição , 1999 .

[17]  J. Child Organizational Structure, Environment and Performance: The Role of Strategic Choice , 1972 .

[18]  D. Slevin,et al.  New Venture Strategic Posture, Structure, and Performance: An Industry Life Cycle Analysis , 1990 .

[19]  Michael H. Morris,et al.  Entrepreneurial Marketing: A Construct for Integrating Emerging Entrepreneurship and Marketing Perspectives , 2002 .

[20]  Morgan P. Miles,et al.  The Relationship between Marketing Orientation and Entrepreneurial Orientation , 1991 .

[21]  S. Zahra,et al.  Contextual influences on the corporate entrepreneurship-performance relationship: A longitudinal analysis , 1995 .

[22]  D. Hambrick Some tests of the effectiveness and functional attributes of Miles and Snow's strategic types. , 1983, Academy of Management journal. Academy of Management.

[23]  Gregory G. Dess,et al.  Linking Two Dimensions of Entrepreneurial Orientation to Firm Performance: The Moderating Role of Environment and Industry Life Cycle , 2001 .

[24]  James W. Kolari,et al.  Marketing Strategy Implications of the Miles and Snow Strategic Typology , 1987 .

[25]  Lawrence B. Mohr,et al.  Conceptual issues in the study of innovation , 1976 .

[26]  P. Varadarajan,et al.  Strategic types, distinctive marketing competencies and organizational performance: A multiple measures‐based study , 1990 .

[27]  Peter Doyle,et al.  Marketing and competitive performance: an empirical study , 1998 .

[28]  Rajiv K. Sinha,et al.  Market Orientation and Alternative Strategic Orientations: A Longitudinal Assessment of Performance Implications , 2002 .

[29]  R. Green,et al.  Methodological Considerations in Cross-National Consumer Research , 1976 .

[30]  Augustine A. Lado,et al.  A Competency-Based Model of Sustainable Competitive Advantage: Toward a Conceptual Integration , 1992 .

[31]  Michael H. Morris,et al.  Triggering Events, Corporate Entrepreneurship and the Marketing Function , 2000 .

[32]  N. Venkatraman,et al.  Measurement of Business Economic Performance: An Examination of Method Convergence , 1987 .

[33]  Relationship between Expenditures in Technological Innovation: A Study in Brazilian Companies , 2001 .

[34]  David J. Miller,et al.  The Correlates of Entrepreneurship in Three Types of Firms , 1983 .

[35]  D. Slevin,et al.  Strategic management of small firms in hostile and benign environments , 1989 .

[36]  F. Damanpour Organizational Size and Innovation , 1992 .

[37]  Murray B. Low,et al.  Entrepreneurship: Past Research and Future Challenges , 1988 .

[38]  Gregory G. Dess,et al.  Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance , 1996 .