THE RELATIONSHIP BETWEEN MENTAL MODELS OF ENTREPRENEURS AND ORGANIZATIONAL PERFORMANCE: AN EXPLORATORY STUDY IN TWO METAL-MECHANIC FIRMS

Abstract

Besides the competitive structure of the market and other external factors, organizations are also exposed to internal influences. Among these influences, entrepreneurs’ mental models, as a propulsive guide for organizational performance, stands out. For Le Boterf (2003), the mental models can help in the construction of competence in order to facilitate the strategic dynamic of change and innovation. Therefore, the main objective of the study is to identify how the so-called occult elements, such as the mental models, and the entrepreneurs’ competences can contribute to the organizational performance. In order to do so, two case studies have been carried out in companies with similar characteristics, in terms of foundation; by widely using individual interviews, comparing mental models of their entrepreneurs’ and their implications. The results point that there is a large difference between the analyzed entrepreneurs’ models, and such difference can explain why the performances have been so different over the years. Therefore, it is possible to infer that, the entrepreneurs’ mental models, linked to their competences as well as their strategies and available resources influence the organizational performance.