Entrepreneurship Strategies in a Portuguese and in a Polish Region

In the present paper we will consider strategies of innovation, risk and proactivity as entre/ intrapreneurship strategies. This study was done in a Portuguese and in a Polish region. In Portugal the region was Vale do Sousa, located in the northern Portugal. The Polish region was Lublin Voivodeship and it is situated in the south-eastern part of the country. The study focused on Industrial and Construction sectors. In order to get a valid sample, a group of 251 firms were analysed in Portugal, and 215 in Poland. However, the minimum sample size in Poland should be 323. Since this is a work in progress, we are aiming for this number of questionnaires. Each strategy was analysed individually for both regions and the results pointed to a lack of culture of entrepreneurship in firms’ management. Only Proactivity presented a positive result in firms’ management. Polish firms tend to be more innovative and more risk takers, while in proactivity Portuguese ones present a slightly higher result. Combining the strategy results, it was possible to identify that 61.2% of Portuguese firms present a low level of entrepreneurship, while 60% of Polish firms present a moderate level. Considering intrapreneurship good levels, while Portugal account for 5.2% this figure is 19.1% in Poland.

Family and non-family businesses on internal factors of entrepreneurship

Small firms are a major player in development. Thus, entrepreneurship is frequently attached to these rms and it must be present in daily management of factors such as planning and cooperation. We intend to analyze these factors, comparing familiar and non-familiar businesses. This study was conducted in a Portuguese region in the north of Portugal - Vale do Sousa . The results allow us to conclude that even with some managerial di erences it was not possible to identify distinct patterns between them. The main goal of this paper is to open research lines on important issues to distinguish familiar from non-familiar businesses.

Entrepreneurship Strategies in Family and Non-family Businesses

The goal of the present paper is to analyse the classic entrepreneurship strategies (Innovation, Risk and Proactivity) in small and medium-sized businesses. However as presented in the title, the study will go further by comparing the results of those strategies in familiar and nonfamiliar businesses. This study was carried on in construction and industry sectors, in the region of Vale do Sousa, in the north of Portugal. In order to classify businesses as familiar or non-familiar types two criterion were adopted: (1) Management Control, (2) Family Employability. On the opposite to some studies that present a larger percentage of familiar businesses in national and European entrepreneurial fabric, the criterion used leaded to a larger number of non-familiar businesses (53%). The results showed that in general SMEs in this region are not following entrepreneurship strategies. Analysing the entire sample without a separation of businesses by nature (familiar/non-familiar) only proactivity showed to be more present in the managerial decisions. There is a lack of innovation and risk culture. Comparing the groups only on proactivity tests was possible to verify some differences. It was concluded that non-familiar businesses are more proactive than familiar ones. Between those groups there are no statistical differences on the means of the variables innovation and risk. At the same time some tests were conducted to test the differences on the variable entrepreneurship. The results were similar to innovation and risk strategies: There are no significant differences on entrepreneurship between these groups of businesses.

Social entrepreneurship

The purpose of this chapter is to contribute to a better understanding of the link between social entrepreneurship and institutional environment in Portugal. A quantitative approach is used in the study, with primary data collected through an online survey. A questionnaire was emailed to both Portuguese Non-Governmental Organizations and projects available on the Portuguese Social Stock Exchange. In the analysis of the data, we used descriptive statistics, factorial analysis and t-student tests in an attempt to validate the research hypotheses. The results show that a favorable institutional environment has low importance in the decision to develop social entrepreneurial initiatives. This conclusion supports the idea that many social entrepreneurs can emerge even in developing regions where the institutional environment is weak. Therefore,social entrepreneurship could be an instrument of regional development and contribute to attenuating the social and economic differences among Portuguese regions.

Building Smarter Cities through Social Entrepreneurship

The objective of the present study is to examine the extent to which social ventures are able to increase the smartness of the cities. To achieve this goal, we adopt a qualitative approach, based on the case study method to obtain valuable insights about different characteristics and strategies of Cais (a non-profit association dedicated to help disadvantaged people in urban areas). By focusing on the analysis of the Cais activities, we assess whether its social intervention match the dimensions proposed by Giffinger et al. (2007) to rank smart cities’ performance, namely if it has smart: (i) economy; (ii) people; (iii) governance; (iv) mobility; (v) environment; and (vi) living. The research shows that the action pursued comprises elements from all the above mentioned dimensions. Further, the analysis reveals that Cais reinforces the smartness of the city where it acts (attributes such as living, economy, people, and environment).