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Abstract(s)
O contexto empresarial das startups é uma temática pouco explorada na literatura académica. No entanto, as características destas organizações levantam questões sobre como são percecionados determinados conceitos teóricos, tais como a cultura organizacional. A cultura organizacional representa a base sobre a qual se constrói a estrutura das organizações, sendo determinante para definir as características do trabalho presentes num dado contexto. Com base no modelo teórico dos valores concorrentes, este artigo explorou as perceções de trabalhadores de startups relativamente ao tipo de cultura organizacional presente na sua empresa e como os diferentes tipos de cultura se relacionou com a perceção de autonomia e excesso de trabalho dos respondentes. Para tal, foi aplicado um questionário a uma amostra de 292 trabalhadores de startups. Os dados foram analisados recorrendo a modelos de regressão múltipla e ANOVAs para medidas repetidas e demonstraram que a cultura empreendedora é a mais saliente em contexto de startups, diferenciando-se significativamente dos restantes tipos de cultura presentes no modelo. Além disso, as culturas empreendedora e de equipa predizem positivamente a autonomia no trabalho, enquanto a cultura burocrática prediz negativamente a autonomia, mas não é preditora do excesso de trabalho. Os resultados apontam para a importância de promover equipas mais autónomas em startups, dando mais liberdade aos trabalhadores na tomada de decisão sobre as suas tarefas. Mais especificamente, os resultados apontam para a importância destas empresas desenvolverem e manterem um tipo de cultura que influencie positivamente a relação dos trabalhadores com o seu trabalho.
The business context of startups is a subject little explored in the academic literature. However, the characteristics of these organizations raise questions about how certain theoretical concepts, such as organizational culture, are perceived. Organizational culture represents the basis on which the structure of organizations is built, being decisive to define the characteristics of work present in a given context. Based on the theoretical model of competing values, this article explored the perceptions of startup workers regarding the type of organizational culture present in their company and how the different types of culture related to the respondents’ perception of autonomy and overwork. To this end, a questionnaire was applied to a sample of 292 workers from startups. The data were analyzed using multiple regression models and ANOVAs for repeated measures and showed that the entrepreneurial culture is the most salient in the context of startups, significantly different from the other types of culture present in the model. Furthermore, entrepreneurial and team cultures positively predict autonomy at work, while bureaucratic culture negatively predicts autonomy but is not a predictor of overwork. The results point to the importance of promoting more autonomous teams in startups, giving workers more freedom in making decisions about their tasks. More specifically, the results point to the importance of these companies developing and maintaining a type of culture that positively influences the relationship between workers and their work.
The business context of startups is a subject little explored in the academic literature. However, the characteristics of these organizations raise questions about how certain theoretical concepts, such as organizational culture, are perceived. Organizational culture represents the basis on which the structure of organizations is built, being decisive to define the characteristics of work present in a given context. Based on the theoretical model of competing values, this article explored the perceptions of startup workers regarding the type of organizational culture present in their company and how the different types of culture related to the respondents’ perception of autonomy and overwork. To this end, a questionnaire was applied to a sample of 292 workers from startups. The data were analyzed using multiple regression models and ANOVAs for repeated measures and showed that the entrepreneurial culture is the most salient in the context of startups, significantly different from the other types of culture present in the model. Furthermore, entrepreneurial and team cultures positively predict autonomy at work, while bureaucratic culture negatively predicts autonomy but is not a predictor of overwork. The results point to the importance of promoting more autonomous teams in startups, giving workers more freedom in making decisions about their tasks. More specifically, the results point to the importance of these companies developing and maintaining a type of culture that positively influences the relationship between workers and their work.
Description
Keywords
Controlo e exigências de trabalho Valores culturais concorrentes Cultura empreendedora Control and work demand Competing cultural values Entrepreneurial culture