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Abstract(s)
The goal of the present paper is to analyse the classic entrepreneurship strategies (Innovation,
Risk and Proactivity) in small and medium-sized businesses. However as presented in the title,
the study will go further by comparing the results of those strategies in familiar and nonfamiliar
businesses. This study was carried on in construction and industry sectors, in the
region of Vale do Sousa, in the north of Portugal. In order to classify businesses as familiar or
non-familiar types two criterion were adopted: (1) Management Control, (2) Family
Employability. On the opposite to some studies that present a larger percentage of familiar
businesses in national and European entrepreneurial fabric, the criterion used leaded to a
larger number of non-familiar businesses (53%). The results showed that in general SMEs in
this region are not following entrepreneurship strategies. Analysing the entire sample without
a separation of businesses by nature (familiar/non-familiar) only proactivity showed to be
more present in the managerial decisions. There is a lack of innovation and risk culture.
Comparing the groups only on proactivity tests was possible to verify some differences. It was
concluded that non-familiar businesses are more proactive than familiar ones. Between those
groups there are no statistical differences on the means of the variables innovation and risk.
At the same time some tests were conducted to test the differences on the variable
entrepreneurship. The results were similar to innovation and risk strategies: There are no
significant differences on entrepreneurship between these groups of businesses.
Description
Keywords
Family firms SMEs Entrepreneurship