Empowerment e orientação empreendedora: Fundamentação teórica

Abstract

ResumoO objetivo fundamental deste estudo é definir o marco teórico da relação entre empowerment e orientação empreendedora, com vista a propor um modelo conceptual de investigação que possa vir a ser aplicado aos estabelecimentos hoteleiros da Região do Norte de Portugal. Para tal, utilizamos dados bibliográficos tendentes à delimitação teórica dos construtos estudados e a respetiva relação entre ambos. Espera-se que o presente estudo permita consolidar o empowerment como fator explicativo da orientação empreendedora, atendendo particularmente à realidade portuguesa.Palavras-chave: empowerment; orientação empreendedora; setor hoteleiro; Norte de Portugal. AbstractThe main purpose of this study is to develop a theoretical framework for the relationship between empowerment and entrepreneurial orientation, in order to propose a conceptual model that can be applied to the hospitality sector in the Northern Region of Portugal. To this end, we used bibliographical sources for the theoretical presentation of the two concepts and to explore their relationship. It is hoped that this study contributes to the consolidation of empowerment as an explanatory variable of entrepreneurial orientation, particularly in the Portuguese context. Keywords: empowerment; entrepreneurial orientation; hospitality industry; Northern Portugal. IntroduçãoAs empresas inserem-se num ambiente em constante evolução onde o contexto de trabalho está exposto a intensas transformações oriundas das exigências do ambiente externo. A competitividade, produtividade e sustentabilidade surgem como principais desafios organizacionais, nos quais é necessário responder rápida e eficazmente, recorrendo a novos métodos de gestão sustentados em líderes ativos que operem mudanças profundas, estruturais e contínuas. É a partir desta premissa que o estudo do empowerment e da orientação empreendedora apresenta como denominador comum o capital humano. De acordo com Cardon e Stevens (2004), são os recursos humanos que ditam o sucesso ou fracasso de todas as organizações, por sua vez, Baron e Hannan (2002), afirmam que o conhecimento dos colaboradores representa uma mais-valia para a empresa na medida em

Psychological empowerment for the future of work: Evidence from Portugal

“…According to Spreitzer (1995), the tasks performed by the worker are significant when he is concerned with them and considers them important for his function. This perspective of empowerment is what gives energy to an organization's human capital to work with common goals (Rua & Rodrigues, 2018). The "competence" dimension concerns the belief that the individual has in relation to their ability to perform their tasks with skill and success (Spreitzer, 1995).…”

“…In this sense, it is equally important to highlight the evolution of empowerment over the years and the continuous interest of the organizations and their managers (Nzuve & Bakari, 2012), which is explained by the fact that the most successful companies are finding better ways to make the most of their employees’ intellectual resources, in fact their real capital, associating empowerment with human resource management, as a solution to strengthening the participation of people and groups and to fostering a good working environment and creativity (Rodrigues & Santos, 2004). In addition to these, there are many positive impacts associated with it in organizations, namely, in terms of autonomy, involvement in decision‐making, proactivity and professional development of employees, which consequently drives the development of new products, methods of management and, therefore, organizational performance and agility (Rua & Rodrigues, 2018).…”

Linking Transformational Leadership and Firm Performance: The Role of Entrepreneurial Orientation

“…Innovation plays a vital role in these businesses' growth and sustainability due to markets' growing aggressiveness and competitiveness (Rua & Catessamo, 2015). Employees subjected to a transformational leadership style show a more entrepreneurial spirit; thus, they and top management should show innovative and proactive business opportunities (Rua & Rodrigues, 2017).…”

“…Entrepreneurial orientation determines the firm's willingness to stay ahead of its competitors and take advantage of new opportunities for innovation in an uncertain environment (Obeidat, 2016). At an early stage, this behaviour was attributed solely to the manager or owner of the business when he could take risks in uncertain environments by implementing new corporate actions (Rua & Rodrigues, 2017). Thus, it represents a decision-making process that provides a basis for business decisions and actions.…”

“…Studies on the relationship between transformational leadership and entrepreneurial orientation are still scarce. Still, transformational leadership has a positive relationship with the dimensions of entrepreneurial orientation, which is considered essential for new entrepreneurial approaches and actions (Rua & Rodrigues, 2017;Yang, 2008).…”