ENTREPRENEURSHIP IN PROJECT MANAGEMENT SYSTEMS: PROPOSAL OF A MODEL AND PRELIMINARY EMPIRICAL EVIDENCE

Belfort, Ana Claudia; Martens, Cristina Dai Prá; Freitas, Henrique Mello Rodrigues de

doi:10.4301/S1807-17752016000300003

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Articles • JISTEM J.Inf.Syst. Technol. Manag. 13 (3) • Sep-Dec 2016 • https://doi.org/10.4301/S1807-17752016000300003 copy

ENTREPRENEURSHIP IN PROJECT MANAGEMENT SYSTEMS: PROPOSAL OF A MODEL AND PRELIMINARY EMPIRICAL EVIDENCE

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

This study analyzes the manifestation of the dimensions of Entrepreneurial Orientation (EO) and Project Management Systems (PMS). We used a qualitative approach to conduct exploratory research through a study in literature and a pilot case in a software company. Data was collected from semi structured interviews, documents, and records on file, then triangulated and treated with content analysis. The model proposed for the relationship between the types of PMS (ad hoc, Classic PM, innovation, entrepreneurship/ intrapreneurship) and the dimensions of EO (innovativeness, risk-taking, proactiveness, competitive aggressiveness, and autonomy), was partially corroborated by empirical studies. New studies are suggested to validate the applicability and setup of the model.

Keywords:
Project Management Systems; Strategic PMS Model; Entrepreneurial Orientation

Strategic PMS Model		EO Dimensions
Systems	Criteria	IN	RT	PR	CA	AU
*Ad hoc*	The organization believes that PM creates neither value differentiation nor efficiency in process economics.	N	N	N	N	N
	The organization is basically operational.	N	N	N	N	N
	The organization's actions are focused on business continuity	N	N	Y	S	N
Classic PM	The organization works with complex projects that require a radical learning process to achieve efficiency in its processes.	Y	Y	N	N	Y
Classic PM	The organization obtains competitive advantage through operational excellence and high efficiency.	N	N	N	N	Y
Innovation	The organization's strategic focus is on strategic differentiation through innovative products and services.	Y	Y	N	N	N
	The organization works with projects focused on generating efforts both to create new markets and to satisfy markets already served by it.	Y	Y	Y	N	N
	Differentiation can be achieved through excellence in innovation and a high degree of creativity.	Y	Y	N	N	N
Entrepreneurship/ Intrapreneurship	There is a concern with obtaining competitive advantage in differentiation and efficiency in process economics	Y	Y	N	N	N
	The organization's main focus is to achieve excellence in leadership and a high degree of autonomy.	N	N	Y	Y	Y
	The project manager identifies and explores market opportunities.	Y	Y	Y	N	N
	The organization's actions aim to combine economic results with the need for creativity and innovativeness in meeting its objectives and in the way these are achieved.	Y	Y	N	N	N
	The PM has a high degree of complexity.	N	Y	N	N	N

PMS Innovation		EO Dimension - Evidence of its presence
Characterizing criteria	Evidence	Innovativeness	Risk-taking	Proactiveness	Competitive aggressiveness	Autonomy
The organization's strategic focus is on strategic differentiation through innovative products and services.	Focus on differentiation through innovation in their products and services.	Adoption of innovative practices that lead to new products and services.	Involvement in high-risk projects; risk monitoring and control; risk-related decisions result from risk indicators; financial and business risks have been associated with internationalization of the company.	Market monitoring to identify new products and services.	-	Managers and stakeholders are encouraged to act independently; managers can make decisions about the projects; freedom to optimize processes.
The organization works with projects focused on generating efforts both to create new markets and to satisfy markets already served by it.	Meeting customer needs and expectations, satisfying and keeping them; search for alignment between its interests and those of its customers.	Adoption of innovative practices that lead to new processes.		Market monitoring to identify business opportunities; identification of customer needs; exploration of new markets	Internationalization leads to business competition.
Differentiation can be achieved through excellence in innovation and a high degree of creativity.	Creativity as a contribution to the generation of innovation and differentiation; encouraging ideas that can be turned into new products or services; good ideas tend to be turned into new businesses, with an award for the idea creator.	Encouraging creativity; creation of different projects; sponsorship to bring up new ideas generated by employees; board of innovation; BR project's implementation.		Existence of development centers; BR Project implementation.	-

TECSI Laboratório de Tecnologia e Sistemas de Informação - FEA/USP Av. Prof. Luciano Gualberto, 908 FEA 3, 05508-900 - São Paulo/SP Brasil, Tel.: +55 11 2648 6389, +55 11 2648 6364 - São Paulo - SP - Brazil
E-mail: jistemusp@gmail.com

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[1] Ana Claudia Belfort, PhD Student, Management Graduate Program, UNINOVE - Universidade Nove de Julho in São Paulo, Brazil. Master in Business Administration with emphasis on Project Management, UNINOVE - Universidade Nove de Julho in São Paulo, Brazil (2013-2015). Universidade Nove de Julho Av. Francisco Matarazzo, 612, Prédio C - 2º andar 05001-100 - São Paulo, SP, BRASIL E-mail: belfortanaclaudia@gmail.com