| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 472.71 KB | Adobe PDF |
Authors
Advisor(s)
Abstract(s)
O presente estudo pretende analisar a relação entre a cultura empreendedora, baseada no modelo dos valores concorrentes de Quinn e Cameron (2006), e a intenção de saída; assim como, o papel moderador da insegurança laboral nesta relação, tendo como perspetiva a perceção dos colaboradores que exercem funções em startups e em empresas estabelecidas. É pertinente comparar os tipos de empresa visto que, as características do ambiente de trabalho afetam a forma como os colaboradores o percecionam e se comportam na empresa (Arshadi& Shahbazi, 2013). Foi aplicado um questionário a 601 participantes, quadros técnicos de startups (n = 353) e de empresas estabelecidas (n = 248). Os resultados demonstraram que (a) quando a organização se preocupa com o desenvolvimento dos colaboradores, estes apresentam menor intenção de saída; (b) a perceção de insegurança laboral não manifesta efeito direto na relação anterior quando as startups e empresas estabelecidas são analisadas em conjunto, no entanto quando analisadas individualmente, os colaboradores de startups tendem a aumentar a sua intenção de saída. Os resultados obtidos foram discutidos, apontando-se que a existência de maior predominância da geração Millenials em startups, pode predizer uma necessidade constante de mudança e como tal, explicar a maior intenção de saída.
The present study intends to analyse the relationship between entrepreneurial culture, based on Quinn and Cameron’s Competing Values Model (2006), and turnover intention; as well as, the moderating role of job insecurity in this relationship, based on the perspective of employees performing functions in startups and established companies. It’s pertinent to compare the types of company since the characteristics of the work environment affect how employees perceive and behave in the company (Arshadi & Shahbazi, 2013). A questionnaire was applied to 601 participants, technical staff of startups (n= 353) and established companies (n= 248). The results showed that (a) when the organization is concerned with the development of employees, they have less intention to leave; (b) the perception of job insecurity has no direct effect on the previous relationship when startups and established companies are analyzed together, however when analyzed individually, startup employees registered increased intentions to leave. The results obtained were discussed, pointing out that the predominance of the millennial generation in startups can predict a constant need for change and as such, explain the intention of exit.
The present study intends to analyse the relationship between entrepreneurial culture, based on Quinn and Cameron’s Competing Values Model (2006), and turnover intention; as well as, the moderating role of job insecurity in this relationship, based on the perspective of employees performing functions in startups and established companies. It’s pertinent to compare the types of company since the characteristics of the work environment affect how employees perceive and behave in the company (Arshadi & Shahbazi, 2013). A questionnaire was applied to 601 participants, technical staff of startups (n= 353) and established companies (n= 248). The results showed that (a) when the organization is concerned with the development of employees, they have less intention to leave; (b) the perception of job insecurity has no direct effect on the previous relationship when startups and established companies are analyzed together, however when analyzed individually, startup employees registered increased intentions to leave. The results obtained were discussed, pointing out that the predominance of the millennial generation in startups can predict a constant need for change and as such, explain the intention of exit.
Description
Keywords
Modelo dos valores concorrentes Eficácia organizacional Gerações Startups Empresas estabelecidas Competing values model Organizational effectiveness Generations Established companies