Microempresários são empreendedores? Explorando perfis comportamentais de gestores de pequenas empresas na região metropolitana de São Paulo

Coda, Roberto; Krakauer, Patrícia Viveiros de Castro; Berne, Davi de França

doi:10.1016/j.rausp.2017.05.011

Roberto Coda ^** Corresponding author. E-mails:roberto.coda@faccamp.br (R. Coda), patricia.krakauer@faccamp.br (P.V. Krakauer), dfberne@gmail.com (D.F. Berne).

Faculdade Campo Limpo Paulista (FACCAMP), São Paulo, SP, Brazil

Patrícia Viveiros de Castro Krakauer

Faculdade Campo Limpo Paulista (FACCAMP), São Paulo, SP, Brazil

Davi de França Berne

Faculdade Campo Limpo Paulista (FACCAMP), São Paulo, SP, Brazil

* Corresponding author. E-mails:roberto.coda@faccamp.br (R. Coda), patricia.krakauer@faccamp.br (P.V. Krakauer), dfberne@gmail.com (D.F. Berne).

Conflicts of interest

The authors declare no conflicts of interest.

FROMM	CODA	Characteristics
Marketing Orientation (M.)	Mediating Orientation (M.)	Focus on relationships. Seeks harmony and integration between conflicting views in work situations. Comprehends people's needs. A talent for selling new ideas. Works well in groups; sociable and affectionate. Innovative and inventive.
Accumulative Orientation (A.)	Analytical Orientation (A.)	Focus on strategies. Seeks the continuance of actions and processes. High standards of quality in tasks and procedures. Logical and rational. Long-term view. Indifferent, objective and sincere. Avoids risks.
Receptive Orientation (R.)	Receptive Orientation (R.)	Focus on people. Develops teams' skills. Develops own skills and abilities. Recognizes the value of diversity. Concerned with facilitating things rather than making them more difficult.
Exploitative Orientation (E.)	Entrepreneuring Orientation (E.)	Focus on results. Constantly seeks changes and challenges. Ability to act and obtain what is expected. Investigates new markets and business opportunities. Willing to make changes.

Orientations	Cronbach's alpha
M. Mediating	.80
A. Analytical	.82
R. Receptive	.83
E. Entrepreneuring	.80

INNOVATOR - change	MOTIVATOR - commitment	ARTICULATOR - integration
•Pays attention to the changing environment •Tolerates uncertainties and risks •Begins new projects and is open to new challenges	•Drafts diagnoses and technical reports •Makes teams exceed their usual standards of performance •Encourages direct reports to stimulate people's creativity and implement new things	•Sustains the exterior legitimacy of the organization •Makes win-win agreements •Acts flexibly and in a balanced manner
COORDINATOR - resources	REGULATOR - continuity	MONITOR - quality
•Guarantees existing structures and flows •Makes efforts from different areas or teams compatible •Delegates authority and responsibilities	•Guarantees the processes and status of the area or organization in which he operates •Makes programmed changes •Plays safe, avoiding risks	•Specialist in what he does •Masters facts/data/details, is a good analyst •Performs activities carefully
MENTOR - development	CONSIDERATOR - cohesion	FACILITATOR - collaboration
•Dedicated to people's development •Supports claims and demands •Provides advice and feedback to team members	•Seeks to maximize collective efforts during work •Promotes team work, managing interpersonal conflicts •Willing to help others in their work	•Seeks to improve work processes •Provides orientation activities for the team •Makes participative decisions
COMPETITOR - profitability	ACHIEVER - execution	PRODUCER - productivity
•Determine what needs to be done •Monitors the process and stages to obtain what is required •Seeks constant and complex challenges	•Sets goals, defining roles and tasks for team members •Strives to be efficient and effective in his actions, implementing decisions. •Convinces others of his ideas and likes to undertake ventures	•Persists in the drive for goals and results •Constantly accumulates achievements •Creates strategies and respective plans of action

Behavioral profile	Brazilian sample			Small business executives' sample
	Orientation	Quantity	%	Orientation	Quantity	%
Articulator	M. (48%)	1055	32.8%	M. (36%)	79	19.4%
Innovator		198	6.2%		35	8.6%
Motivator		297	9.2%		31	7.6%
Regulator	A. (10%)	119	3.7%	A. (16%)	31	7.6%
Monitor		52	1.6%		13	3.2%
Coordinator		165	5.1%		22	5.4%
Facilitator	R. (29%)	125	3.9%	R. (27%)	30	7.4%
Mentor		132	4.1%		15	3.7%
Considerator		662	20.6%		64	15.7%
Competitor	E. (13%)	145	4.5%	E. (21%)	31	7.6%
Producer		155	4.8%		41	10.1%
Achiever		112	3.5%		15	3.7%
Total	100%	3.217	100%	100%	407	100%

Orientation	Brazilian sample	Small business sample	Significant difference (p < 5%)
Mediating	48.2%	35.6%	Yes
Analytical	10.4%	16.2%	Yes
Receptive	28.6%	26.8%	No
Entrepreneuring	12.8%	21.4%	Yes

Behavioral profile	Brazilian sample	Small business executives sample	Significant difference (p < 5%)
Articulator	32.8%	19.4%	Yes
Innovator	6.2%	8.6%	No
Motivator	9.2%	7.6%	No
Regulator	3.7%	7.6%	Yes
Monitor	1.6%	3.2%	Yes
Coordinator	5.1%	5.4%	No
Facilitator	3.9%	7.4%	Yes
Mentor	4.1%	3.7%	No
Considerator	20.6%	15.7%	Yes
Competitor	4.5%	7.6%	Yes
Producer	4.8%	10.1%	Yes
Achiever	3.5%	3.7%	No

Behavioral profile	Ranking (in number of observations)		Conclusion
	Brazilian sample	Small business executives sample
Articulator	1	1	Same ranking
Considerator	2	2	Same ranking
Motivator	3	5	Higher ranking in the Brazilian sample
Innovator	4	4	Same ranking
Coordinator	5	9	Higher ranking in the Brazilian sample
Producer	6	3	Higher ranking in the MSE sample
Competitor	7	5	Higher ranking in the MSE sample
Mentor	8	10	Higher ranking in the Brazilian sample
Facilitator	9	8	Higher ranking in the MSE sample
Regulator	10	5	Higher ranking in the MSE sample
Achiever	11	10	Higher ranking in the MSE sample
Monitor	12	12	Same ranking

M.A.R.E. behavioral profile	Small business executives sample vs. national sample
	Proportion	Ranking
Articulator	Lower	Equal
Innovator	Equal	Equal
Motivator	Equal	Lower
Coordinator	Equal	Lower
Regulator	Higher	Higher
Monitor	Higher	Equal
Considerator	Lower	Equal
Facilitator	Higher	Higher
Mentor	Equal	Lower
Competitor	Higher	Higher
Producer	Higher	Higher
Achiever	Equal	Higher

Category	Description	Authors	M.A.R.E. profile	Significant research?
Risk control	Accepts moderate risks and challenges, evaluating alternatives to reduce risks and acting to control results.	Bula (2012)Bula, H. O. (2012). Evolution and theories of entrepreneurship: A critical review on the Kenyan perspective. International Journal of Business and Commerce, l(11), 81-96. ,Filion (1999)Filion, L. J. (1999). Empreendedorismo: Empreendedores e proprietários-gerentes de pequenos negócios. Revista de Administração da Universidade de São Paulo, RAUSP, São Paulo, 34(2), 5-28.,McClelland (1965)McClelland, D. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.	Regulator	YES
Planning and organization	Plans by dividing tasks into sub-tasks with fixed deadlines, mobilizing social, economic and internal mechanisms.	Gentile and Baltar (2013)Gentile, N., & Baltar, F. (2013). Empresarios PYMES a través de sus narraciones: Estilos propios y especificidades. Global Conference on Business and Finance Proceedings, 8(1).,Bula (2012)Bula, H. O. (2012). Evolution and theories of entrepreneurship: A critical review on the Kenyan perspective. International Journal of Business and Commerce, l(11), 81-96. ,Hisrich et al. (2014)Hisrich, R. D., Peters, P. P., & Shepherd, D. A. (2014). Empreendedorismo. Porto Alegre: AMGH.,McClelland (1965)McClelland, D. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.,Schumpeter (1955)Schumpeter, J. A. (1955). Theory of economic development: An inquiry into profits, capital, credit, and the business cycle94. Cambridge, Mass: Harvard University Press.	Coordinator	NO
Focus on the market	Develops and maintains commercial relationships, satisfying customers, showing awareness of the environment and achieving visions.	Filion (1999)Filion, L. J. (1999). Empreendedorismo: Empreendedores e proprietários-gerentes de pequenos negócios. Revista de Administração da Universidade de São Paulo, RAUSP, São Paulo, 34(2), 5-28.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.	Articulator	NO
Seeking opportunities	Adopts a competitive stance, seeking new businesses, opportunities and solutions.	Gentile and Baltar (2013)Gentile, N., & Baltar, F. (2013). Empresarios PYMES a través de sus narraciones: Estilos propios y especificidades. Global Conference on Business and Finance Proceedings, 8(1).,Cho and Moon (2013)Cho, D. S., & Moon, H. C. (2013). From Adam Smith to Michael Porter: Evolution of competitiveness theory. Asia-Pacific business series (Book 7). Singapura: World Scientific Publishing Company.,Filion (1999)Filion, L. J. (1999). Empreendedorismo: Empreendedores e proprietários-gerentes de pequenos negócios. Revista de Administração da Universidade de São Paulo, RAUSP, São Paulo, 34(2), 5-28. ,McClelland (1965)McClelland, D. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.,Shane and Venkataraman (2000)Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226.,Halikias and Panayotopoulou (2003)Halikias, G., & Panayotopoulou, L. (2003). Chief executive personality and export involvement. Management Decision, 41(4), 340-349.	Competitor	YES
Self-confidence	Assumes responsibility for decision making, is interested in entrepreneurial occupations. Able to face challenges.	Hisrich et al. (2014)Hisrich, R. D., Peters, P. P., & Shepherd, D. A. (2014). Empreendedorismo. Porto Alegre: AMGH.,Halikias and Panayotopoulou (2003)Halikias, G., & Panayotopoulou, L. (2003). Chief executive personality and export involvement. Management Decision, 41(4), 340-349.,McClelland (1965)McClelland, D. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.,Shapero, (1975)Shapero, A. (1975). The displaced uncomfortable entrepreneur. Psychology Today, 7(11), 83-89.	Competitor	YES
Initiative	Assumes personal responsibility for performance, making an effort to accomplish tasks.	Hisrich et al. (2014)Hisrich, R. D., Peters, P. P., & Shepherd, D. A. (2014). Empreendedorismo. Porto Alegre: AMGH.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.	Achiever	YES
Focus on resources	Gathers financial resources to guarantee what is necessary to put actions into practice.	McClelland (1965)McClelland, D. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392.,Schumpeter (1955)Schumpeter, J. A. (1955). Theory of economic development: An inquiry into profits, capital, credit, and the business cycle94. Cambridge, Mass: Harvard University Press.	Coordinator	NO
Concern with quality and efficiency	Seeks ways of doing work better, more quickly and economically, acting to meet or exceed standards of excellence. Revises plans and activities.	Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.,Shane and Venkataraman (2000)Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226.	Monitor	YES
Dealing with people	Focuses on people's needs, collaborating with teams. Uses clear strategies to influence people.	Schumpeter (1955)Schumpeter, J. A. (1955). Theory of economic development: An inquiry into profits, capital, credit, and the business cycle94. Cambridge, Mass: Harvard University Press.,Shane and Venkataraman (2000)Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226.,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.	Facilitator	YES
Propensity for innovation	Has the spirit of a creator and researcher, implementing changes and beginning something new.	Bula (2012)Bula, H. O. (2012). Evolution and theories of entrepreneurship: A critical review on the Kenyan perspective. International Journal of Business and Commerce, l(11), 81-96. ,Filion (1999)Filion, L. J. (1999). Empreendedorismo: Empreendedores e proprietários-gerentes de pequenos negócios. Revista de Administração da Universidade de São Paulo, RAUSP, São Paulo, 34(2), 5-28.,Hisrich et al. (2014)Hisrich, R. D., Peters, P. P., & Shepherd, D. A. (2014). Empreendedorismo. Porto Alegre: AMGH.,Mas-Tur, Pinazo, Tur-Porcar, and Sánchez-Masferrer (2015)Mas-Tur, A., Pinazo, P., Tur-Porcar, A. M., & Sánchez-Masferrer, M. (2015). What to avoid to succeed as an entrepreneur. Journal of Business Research, 68(11), 2279-2284.,Shane and Venkataraman (2000)Shane, S., & Venkataraman, S. (2000). The promise of entrepreneurship as a field of research. Academy of Management Review, 25(1), 217-226.	Innovator	NO
Resilience	Maintains a point of view, acting repeatedly or changing strategy when necessary. Seeks to overcome obstacles to achieve goals.	Blackburn et al., 2013Blackburn, R., Hart, M., & Wainwright, T. (2013). Small business performance: Business, strategy and owner–manager characteristics. Journal of Small Business and Enterprise Development, l(20), 8-27.,Halikias and Panayotopoulou (2003)Halikias, G., & Panayotopoulou, L. (2003). Chief executive personality and export involvement. Management Decision, 41(4), 340-349.,Pino, 1995Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.	Regulator	YES
Setting goals and objectives	Sets clear, long-term, measurable and specific goals and objectives, pursuing them with personal meaning.	Filion (1999)Filion, L. J. (1999). Empreendedorismo: Empreendedores e proprietários-gerentes de pequenos negócios. Revista de Administração da Universidade de São Paulo, RAUSP, São Paulo, 34(2), 5-28.,McClelland (1965)McClelland, D. (1965). N achievement and entrepreneurship: A longitudinal study. Journal of Personality and Social Psychology, 1(4), 389-392. ,Pino (1995)Pino, L. J. (1995). Encontrando o seu nicho. São Paulo: Best Seller.	Producer	YES

[1] * Corresponding author. E-mails:roberto.coda@faccamp.br (R. Coda), patricia.krakauer@faccamp.br (P.V. Krakauer), dfberne@gmail.com (D.F. Berne).

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Microempresários são empreendedores? Explorando perfis comportamentais de gestores de pequenas empresas na região metropolitana de São Paulo

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