Perfil da gestão financeira em micro e pequenas empresas de produção cultural do Ceará

Abstract

In a scenario where the creative economy, driven by micro and small cultural production enterprises (MMEs), plays a crucial role in economic development and in generating employment and income, this research investigates financial management in MMEs of cultural production in the state of Ceará. The study aims to diagnose the profile of financial management in cultural production MMEs in Ceará, with the goal of providing evidence for the formulation of solutions that promote their sustainability and growth in this organizational environment. Thus, the general objective of the research is to analyze the relationship between the profile of the companies, their managers, and the financial management practices adopted in cultural production MMEs in Ceará. To achieve this comprehensive objective, the research unfolds into specific objectives that aim to: 1. describe the profile of cultural production MMEs in Ceará; 2. outline the profile of financial managers; 3. describe the profile of financial management practiced in these companies. To this end, the descriptive research employs a quantitative approach, and primary data collection was carried out through a structured questionnaire with 41 questions. The questionnaire was administered between July 11 and September 19, 2025, to cultural producers registered in the Cultural Map of the State of Ceará, and 296 valid responses were obtained. To achieve the proposed objectives, the quantitative data were analyzed using statistical techniques such as descriptive analysis, mean difference test, cluster analysis, and regression analysis, with the support of SPSS software. The results indicate a diverse cultural ecosystem: half of the MMEs operate in Integrated Arts, Audiovisual, Culture and Education, Popular Culture, Music, Cultural Production and Management, and Theater. The majority have an annual revenue of up to R$ 81,000.00, characterizing a predominantly micro-entrepreneurial profile, with 34.80% operating at a loss. There is low adherence to financial training and consulting; however, qualification in projects increases access to public resources. Managers are predominantly male and highly educated (77.71% with higher education/postgraduate degrees), but 65.20% lack specific financial training, with 73.65% being owner-partners accumulating functions and most having up to five years of experience in the area. There is a high perception of the importance of financial management (82.4%), but practices prove to be inconsistent. Basic tools (accounts payable/receivable, cash flow, financial separation) are widely used. There is fragility in strategic tools (budgeting, planning, balance sheet, income statement, indicators); spreadsheets or no software prevail. Among the identified difficulties, the lack of resources for tools and the absence of strategic/financial planning stand out. Statistical analyses reveal that the company's operating time and the manager's schooling (postgraduate degree) are positively associated with greater cash flow control and financial planning, although working capital does not show significant differences in these relationships. Regression analysis points to profit differentiation, cash flow control, and resource separation as key predictors for better working capital management. Cluster analysis identified two groups: a structured one (qualified managers, higher revenue, better practices) and a less professionalized one (lower stability, less adherence to tools). It is concluded that the professionalization of financial management, driven by managerial training and business maturity, is crucial for the sustainability and success of cultural production MMEs in Ceará.