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Abstract(s)
Poucos são os estudos dedicados a analisar o ambiente das startups, em particular em Portugal, e os que existem não analisam a relação que a cultura organizacional tem com a conciliação vida pessoal-profissional. Este estudo baseia-se no modelo dos valores concorrentes de Cameron e Quinn (2006) para avaliar o tipo de cultura mais saliente nas startups, bem como qual a relação das diferentes culturas (e.g., empreendedora, racional, hierárquica e clã) com a conciliação da vida pessoal-profissional. Foi aplicado um questionário a 292 trabalhadores de startups. Os resultados permitiram verificar que (a) a cultura empreendedora é a cultura organizacional mais saliente nas startups tendo diferenças significativas dos diferentes tipos de cultura e (b) que tanto na cultura empreendedora, racional, hierárquica e de clã prevalece um positivo equilíbrio entre a vida pessoal-profissional dos trabalhadores das startups. Os resultados obtidos apontam que existe uma relação positiva entre todas as culturas e a conciliação vida pessoal-profissional, no entanto, o facto de o estudo ser realizado no início de uma pandemia mundial, como o caso de estudo serem startups portuguesas, poderá ter influenciado alguns dos mesmos. Assim, denota-se que o mercado de trabalho é instável e sofre alterações inesperadas, o que leva a adaptações e flexibilidades por parte das organizações que podem alterar o pensamento tradicional das mesmas.
There are few studies dedicated to analyzing the environment of startups, particularly in Portugal, and those that exist do not analyze the relationship that organizational culture has with work-life balance. This study is based on the model of concurrent values by Cameron and Quinn (2006) to assess the most salient type of culture in startups, as well as the relationship between different cultures (e.g., entrepreneurial, rational, hierarchical and clan) with the balance of personal-professional life. A questionnaire was applied to 292 workers from startups. The results allowed us toverify that (a) the entrepreneurial culture is the most salient organizational culture in startups with significant differences from different types of culture and (b) that both in the entrepreneurial, rational, hierarchical and clan culture prevails a positive balance between work-life of startup workers. The results obtained show that there is a positive relationship between all cultures and work-life balance, however, the fact that the study is carried out at the beginning of a global pandemic, such as the case study being Portuguese startups, may have influenced some of the results. Thus, it is denoted that the labor market is unstable and undergoes unexpected changes, which leads to adaptations and flexibilities on the part of organizations that can change their traditional thinking.
There are few studies dedicated to analyzing the environment of startups, particularly in Portugal, and those that exist do not analyze the relationship that organizational culture has with work-life balance. This study is based on the model of concurrent values by Cameron and Quinn (2006) to assess the most salient type of culture in startups, as well as the relationship between different cultures (e.g., entrepreneurial, rational, hierarchical and clan) with the balance of personal-professional life. A questionnaire was applied to 292 workers from startups. The results allowed us toverify that (a) the entrepreneurial culture is the most salient organizational culture in startups with significant differences from different types of culture and (b) that both in the entrepreneurial, rational, hierarchical and clan culture prevails a positive balance between work-life of startup workers. The results obtained show that there is a positive relationship between all cultures and work-life balance, however, the fact that the study is carried out at the beginning of a global pandemic, such as the case study being Portuguese startups, may have influenced some of the results. Thus, it is denoted that the labor market is unstable and undergoes unexpected changes, which leads to adaptations and flexibilities on the part of organizations that can change their traditional thinking.
Description
Keywords
Vida pessoal-profissional Cultura empreendedora Modelo dos valores concorrentes Startups Work-life balance Entrepreneurial culture Competing values model Startups