Integrated Management Method for the Third Sector: Cognitive Accessibility and Territoriality for Peripheral Women

Beatriz Ramos de Moura; Juliana Moletta

DOI: 10.22167/2675-6528-202602709

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Abstract

The study analyzed the management of economic initiatives led by women in peripheral territories, contexts marked by structural inequalities and the economy of urgency. The general objective was to develop a management methodological framework aimed at managers in vulnerable situations, integrating psychoeducation and practical organization tools. Methodologically, an applied research was conducted, with a qualitative and exploratory approach, involving 12 women managers of small businesses. Data were collected through interviews and subjected to content analysis, whose categories guided the definition of the components and tools of the methodological proposal. The results indicated that scarcity, overload of responsibilities, and territorial barriers limit long-term planning, requiring management models that consider emotional and social dimensions of the entrepreneurial experience, in addition to technical aspects. It was concluded that the Peripheral Female Management Method constitutes an accessible and territorially adaptable proposal, structured in visual financial organization, psychoeducation, and support networks, which transformed the interview findings into practical tools for strengthening self-efficacy, organization, and the sustainability of the participants’ initiatives.

Keywords: Behavioral economics; Female entrepreneurship; Peripheral management; Social technologies; Socioeconomic vulnerability.

1. Introduction

The performance of peripheral women as managers of economic initiatives occurs in a context marked by historical inequalities, absence of adequate public policies, and structural limitations. Many of these women undertake entrepreneurship out of necessity, as a way to guarantee their own survival and that of their families. Socioeconomic vulnerability directly affects how they plan, decide, and manage their activities, making the continuity, growth, and organization of their initiatives permanent challenges. Daily life in the periphery is crossed by constant pressures that demand immediate responses, producing a dynamic in which the “now” imposes itself over any possibility of planning.

The literature on scarcity aids in understanding this logic. Mullainathan and Shafir (2013) demonstrated that deprivation situations create a kind of cognitive occupation that reduces mental bandwidth, leading individuals to focus energy on urgent problems at the expense of medium and long-term strategies. This dynamic, also described by Ariely (2008) in behavioral economics, causes decisions regarding organization, pricing, inventory replenishment, and product circulation to be made under stress, often impulsively or defensively.

Economic psychology broadens this understanding by showing how individuals in situations of instability perceive money. Ferreira (2015) explains that, in vulnerable contexts, money is not perceived as an instrument for growth, but as a means of immediate relief, converting income into an emergency solution, rather than capital. This emotional and cognitive pattern causes essential decisions for sustainability, such as adequate pricing, financial separation, and inventory control, to be frequently neglected. Sen (2000) reinforces that, without basic instrumental freedoms, such as economic security and access to opportunities, it is not possible to project the future or structure consistent plans. Thus, vulnerability is not just a lack of resources, but a concrete limitation of the capacity for planned action.

In this sense, the anthropology of poverty, represented by authors such as Farmer (2003) and Scheper-Hughes (1992), reaffirms that life in vulnerable territories is crossed by moral economies of urgency, in which the predominant objective is to solve the immediate problem. This explains why so many women in peripheral areas, despite possessing skills and creativity, face difficulties in transforming competencies into stable management practices. In the economic field, Prahalad (2005) describes that the base of the pyramid operates under conditions where making mistakes is not an option, which reduces the capacity to innovate and take risks. Yunus (2007) also highlights that poverty blocks entrepreneurial capacity not due to a lack of talent, but due to a lack of opportunity and minimal security.

This understanding directly dialogues with the reality of peripheral women, whose initiatives rarely fail due to incapacity, but due to a lack of a favorable environment and guidance. Factors such as fear of failure and low self-efficacy are determinants, because, according to Bandura (1986), believing in one’s own capacity is an essential driver of action. Freire (1996) contributes to this discussion by arguing that transformation processes begin with active listening and the recognition of the subject as an agent. Applied to peripheral entrepreneurship, this means that management methods must dialogue with the territory and the history of these women. Traditional, technocratic, and Eurocentric models, when applied without adaptation, ignore the context and repeat oppressive logics.

Given the set of factors such as scarcity, urgency, and the absence of public policies, it is evident that the central problem is not the lack of economic potential, but the lack of adapted management models. The experience of poverty and precarious work has direct effects on subjective processes, compromising planning capacity (Silva; Yamamoto, 2013). Complementarily, female entrepreneurship in Latin America is marked by informality and gender inequality (Alvarez; Uribe, 2012; Brush et al., 2010), which requires approaches that consider material and territorial conditions. Management in vulnerable territories is not just a matter of accounting technique, but a process deeply intertwined with psychosocial and structural factors.

The economy of urgency and the cognitive overload imposed by scarcity limit long-term planning, forcing these women to operate under constant decision-making stress. Traditional and decontextualized management models ignore local networks and the subjective strengths of peripheral managers, resulting in tools that do not meet their real needs for survival and growth. In this study, the application to the third sector is understood through the actions of organizations, projects, and social impact initiatives aimed at strengthening women managers in peripheral contexts. Given this problem, the general objective of this study is to develop a cognitively accessible and territorially adaptable management methodological proposal, intended for women managers of economic initiatives in peripheral vulnerability contexts, integrating visual financial organization, psychoeducation, self-efficacy, territorial listening, and support networks.

2. Material and Methods

The research was characterized as applied, with a qualitative approach and exploratory nature. This design was chosen because it allows for an in-depth understanding of the experiences, perceptions, and strategies used by women managers in contexts of socioeconomic vulnerability. The qualitative approach prioritized active listening, seeking to capture subjective nuances, social relationship dynamics, and coping mechanisms that quantitative methods would not fully apprehend.

The study followed the ethical guidelines applicable to research with human beings. All participants received a clear explanation about the objectives, were informed about the confidentiality of the data, and had their anonymity assured. They signed the Free and Informed Consent Term (TCLE) and joined the study voluntarily, without any harm or risk. The results were presented in an aggregated manner, avoiding any direct or indirect identification.

Twelve women managers of small businesses, residing in different Brazilian states, participated in the interview stage. The selection was by convenience, including women who directly managed economic initiatives and who agreed to participate voluntarily. This sample was not intended to achieve statistical representativeness, but rather to gather experiences for an in-depth understanding of the phenomenon investigated.

For data collection, a semi-structured interview script was developed, composed of ten thematic axes. These axes addressed the participants’ trajectories, their management practices, the challenges experienced, decision-making, and support networks. The script’s construction was based on the contributions of Freire (1996) and Yunus (2007).

The interviews were conducted remotely, using the Google Meet platform, with inclusive language. A link was provided to the participants, and the sessions were recorded with prior authorization. Subsequently, all interviews were transcribed in full to facilitate data analysis.

The analysis of the collected data was carried out through Content Analysis, following the steps proposed by Bardin. The process included pre-analysis, with floating reading and corpus organization, followed by exploration of the material, coding, and categorization. Finally, the results were processed, interpreted, and synthesized.

The categories identified in the content analysis were not only used to describe the findings, but constituted the structuring basis of the methodological proposal presented. Each axis of the method was elaborated from the recurring cores of meaning in the participants’ speeches, ensuring that the final tool emerged from the empirical reality investigated.

The method’s development followed a path that included participants’ accounts, the identification of meaning units, the categorization of challenges, and the diagnosis of needs. Subsequently, the selection and adaptation of tools and the organization of pillars were carried out. The logic of the Business Model Canvas and the 5W2H were adapted to assist in understanding the initiatives and transforming needs into actions.

After structuring the tools, a pilot project was carried out to apply the method and observe its practical use. This pilot began on March 15, 2026, and lasted approximately three months, with the participation of ten women, different from those interviewed. The objective was to test the applicability of the developed tools.

During the pilot project, weekly collective meetings were held, on Tuesdays, from 3 PM to 4 PM, via Google Meet. The day and time were defined by the participants themselves to encourage adherence. A WhatsApp group was kept active for complementary communication and continuous support, especially for those with difficulties accessing Google Meet.

In addition to collective meetings, each participant received individual attention. This stage allowed for an in-depth diagnosis of the characteristics of each economic initiative, the difficulties experienced, and the specific management needs. Based on this diagnosis, the method’s tools were selected and adapted to each woman’s reality.

The pilot project activities were conducted by the researcher, who applied the tools and monitored the participants. The monitoring was complemented via WhatsApp to clarify doubts and provide guidance on the practical application of the defined actions. The pilot results were qualitatively monitored through the participants’ reports, individual consultations, and observation of the implemented actions.

The pilot project evaluation considered the use of tools such as pots for financial organization, the separation of personal and business resources, activity planning, and priority definition. The way participants managed their resources before and after the application of the tools was recorded, identifying perceived changes and persistent difficulties.

The application of the Peripheral Female Management Method comprised seven sequential steps. It began with the initial listening and diagnosis, which raised the manager’s trajectory and the financial, emotional, family, and territorial difficulties. This was followed by business mapping, using the adapted Canvas to identify products, audience, costs, and differentials.

Subsequently, priorities were defined, selecting problems for immediate intervention and those that could be reorganized. The action plan was developed with the adapted 5W2H, detailing what, why, by whom, when, where, how, and with what resources. Then, tools from the three pillars (financial organization, psychoeducation, and territorial articulation) were selected according to the diagnosed needs.

The application and monitoring involved the execution of the defined actions, with a record of difficulties, advances, and adaptations. Finally, the evaluation and adjustment were carried out, analyzing the observed results and reformulating the action plan when necessary. The application did not presuppose the use of all tools with the same intensity, adapting to the needs of each manager.

3. Results and Discussion

The findings of this study reveal a complex interaction between structural inequalities, cognitive overload, and emotional factors that shape the entrepreneurial journey of women in peripheral territories. The analysis of interviews with twelve managers of small businesses allowed for the identification of recurring patterns of challenges and coping strategies, which were fundamental to the construction of an adapted methodological proposal. It was found that management under these conditions is not merely a technical matter, but a process intrinsically linked to the psychosocial and territorial realities of the participants, requiring approaches that consider the totality of their experiences.

Participant profiles and interview analysis

The research involved twelve women managers of small businesses, selected by convenience in different Brazilian states, with ages ranging between 27 and 49 years. The majority concentration in the 28 to 39 age range suggests that the participants are in a period of intense productive activity and family responsibilities, which directly influences their management and decision-making trajectories. This data aligns with the literature on female entrepreneurship, which points to a higher incidence of entrepreneurship among women of economically active age, seeking financial stability and autonomy (GEM, 2021; 2022).

The predominance of Black women (Black and Brown), along with the presence of Indigenous and White women, showed that peripheral entrepreneurship is deeply intersected by racial markers. This finding reflects historical structural inequalities in access to the formal labor market and income, indicating that entrepreneurship often emerges as a strategy for survival and economic autonomy for these groups (IBGE; SEBRAE, 2021). The literature reinforces that Black and Indigenous women face more significant institutional and social barriers, which drives them to seek economic alternatives.

Regarding marital status, diversity was observed among single women, married women, and those living with a partner, indicating that female entrepreneurship is not restricted to a single family arrangement. This result suggests that the decision to undertake entrepreneurship is influenced by a broad set of economic, social, and contextual factors, and not solely by marital status. The literature points out that marital status can indirectly affect the availability of time, complementary income, and support networks (Brush et al., 2009; Vale; Serafim; Teodósio, 2011), although contemporary studies relativize its role as an isolated determinant.

The presence of children in a significant portion of the interviewees, ranging from zero to four, highlights the overlap of productive and reproductive responsibilities. This reconciliation between work, family care, and personal life imposes significant restrictions on time, energy, and planning capacity, directly impacting business organization and strategic decisions. Hirata and Kergoat (2007) extensively discuss how this dynamic affects women, evidencing that management cannot be dissociated from life conditions.

The diversity in the educational levels of the participants, which ranged from incomplete high school to postgraduate studies, indicates that a high educational level does not automatically translate into greater business stability or success in peripheral contexts. Gender inequalities and territorial limitations persist as central obstacles, exerting a decisive influence on business performance, regardless of the managers’ educational capital (Brush, 2010). This underscores the need for analytical approaches that articulate schooling, territory, gender, and material conditions of existence.

In summary, the profile of the interviewees demonstrates that female peripheral entrepreneurship is a multifaceted phenomenon, marked by the intersection of gender, race, class, education, and family responsibilities. These combined elements explain why many initiatives operate under strong daily pressure, with little room for long-term planning and high dependence on immediate survival strategies. This characterization is crucial for interpreting the subsequent results, especially those related to management practices, decision-making, financial organization, and perceptions of autonomy and vulnerability.

Identified management challenges and needs

Content analysis of the interviews revealed four central thematic categories that outline the challenges faced by female managers: Scarcity and urgency management, Social and territorial barriers, Embodied and overload management, and Identity and self-efficacy. These categories not only describe the participants’ experiences but also served as the foundation for the construction of the Peripheral Female Management Method, converting nuclei of meaning into management needs and, subsequently, into practical tools.

The category “Scarcity and Urgency Management” highlighted the difficulty in pricing products, the constant overlap between personal and business finances, the lack of capital for investment, and the predominant focus on the immediate. Participants reported operating under constant decision-making stress, which limits long-term planning capacity, according to the scarcity theory by Mullainathan and Shafir (2013) and the economic psychology by Assaf Neto and Lima (2019). A statement from an interviewee illustrates this reality: “In the beginning, I didn’t know how to handle money. I spent everything. […] Being the financial manager of my own business is exhausting.”

The “social and territorial barriers” were identified as structural racism, delegitimization of female authority, territorial stigma, and the absence of institutional support. These factors create an unfavorable environment for business development, limiting access to resources and recognition. The literature corroborates that women entrepreneurs, especially Black and Indigenous women, face structural prejudice and lack of support (Brush et al., 2010; Ahl, 2006; IBGE/Sebrae, 2021), which forces them to seek legitimacy and overcome systemic obstacles. One participant expressed: “For Black women, the ceiling is lower. […] The biggest barrier is people’s expectations about who a Black woman can be.”

The “embodied and overloaded management” revealed the accumulation of roles, motherhood and productivity, physical exhaustion, and lack of a support network. Managers often feel overwhelmed, taking on multiple responsibilities that affect their health and business sustainability. This “do-it-all” dynamic reflects conditions of inequality and the sexual division of labor (Bourdieu, 1989; Hirata and Kergoat, 2007). One interviewee summarized: “If I take care of work, my children are left needing me. If I take care of the house, work is left needing me.”

Finally, the category “Identity and self-efficacy” highlighted pride in their journey, self-management as resistance, the pursuit of autonomy, and the desire for continuity. Despite challenges, the women demonstrate a strong belief in their ability to overcome them and a deep sense of purpose in their work. Bandura (1986) emphasizes that self-efficacy is an essential driver for action, and Freire (1996) and Yunus (2007) reinforce the importance of recognizing the individual and providing opportunities for development. One participant stated: “Success is climbing the steps. It’s a real opportunity, not charity.”

These systematized diagnoses show that the management exercised by women from peripheral areas is not an isolated technical process, but a practice deeply crossed by the logic of urgency and by structural barriers of race and gender. The scarcity of resources and the overload of care reduce the mental bandwidth necessary for strategic planning, transforming management into a continuous act of survival and resistance. The inseparability between the manager’s emotional health and the business’s financial viability is a crucial point, requiring interventions that consider both dimensions.

Structure and Pillars of the Peripheral Feminine Management Method

Based on empirical findings, the Peripheral Female Management (PFM) Method was structured around three complementary pillars, aiming to offer practical and cognitively accessible answers to identified needs. The method focuses not only on spreadsheets but on reducing cognitive overload and strengthening the manager’s self-efficacy, democratizing management and including women with low schooling or functional illiteracy. Flexibility is a central principle, allowing the adaptation of tools to the individual and territorial conditions of each manager.

Pillar 1: Visual Financial Organization

This pillar addresses the main difficulty identified: the mix between personal and professional finances. Its objective is to simplify money management and resolve the financial confusion common in scenarios of scarcity and urgency. The practical tool proposed is Visual Management by Three Jars, accompanied by a Daily Closing Checklist. This approach transforms management into a ritual of physical organization, using colors and icons to replace dependence on accounting entries.

The Red Pot, identified with the icon of a house, is intended for the daily fixed amount for food and basic family needs, representing survival. The Yellow Pot, with the icon of a stock, represents the amount that should be reserved for the replenishment of supplies and goods, signaling attention not to be used for personal purposes. The Green Pot, with the icon of a padlock, receives a small percentage for unforeseen events, such as children’s health, functioning as a reserve for tomorrow. This visual and cognitive accessibility reduces cognitive overload, allowing business leadership regardless of the level of formal education (Mullainathan; Shafir, 2013).

Pillar 2: Psychoeducation, Self-Efficacy, and Organization of Priorities

This pillar aims to mitigate physical and emotional overload, insecurity in decision-making, and difficulty in organizing and prioritizing business demands due to the accumulation of responsibilities. The objective is to reduce the impact of emotions, such as pressure and insecurity, on business decisions. The practical tools are the Body Limit Exercise and a demand prioritization matrix.

The Body Limit Exercise promotes the recognition of the effects of stress and strengthens the participant’s belief in her own management capacity, mapping what should be done immediately and what can be postponed, respecting the real limits of time and energy of each woman. This pillar is differentiated by considering that management and emotional and family conditions are intrinsically related, recognizing the subjective dimension of peripheral entrepreneurship.

Pillar 3: Territorial Listening and Support Networks

This pillar focuses on isolation in management, the fragility of support networks, and the difficulty of accessing resources and institutional support. Its objective is to break isolation and overcome barriers to resource access caused by territorial vulnerability. The proposed practical tool is the Community Management Circle, which creates collective spaces for listening and sharing experiences among participants.

The Community Management Circle seeks to identify common regional challenges to build mutual support networks, foster commercial partnerships, collective purchasing, and promote the local circulation of knowledge. The differential of this pillar lies in valuing the knowledge and resources of the territory itself, recognizing the power of local networks and the importance of cooperation for the sustainability of economic initiatives in peripheral contexts.

Replication of the Peripheral Female Management Method

The replication of the Peripheral Female Management (PFM) Method is a process structured in seven steps, which begins with listening to and diagnosing the reality of each manager, considering the characteristics of the business and her financial, emotional, family, and territorial conditions. The first step, initial listening and diagnosis, outlines the manager’s trajectory and the difficulties faced. Next, business mapping uses the adapted Canvas, with simple questions, to identify products, audience, marketing, costs, and differentials.

The third stage consists of defining priorities, selecting problems that require immediate intervention and those that can be reorganized. The development of the action plan, in the fourth stage, applies the adapted 5W2H to define what, why, by whom, when, where, how, and with what resources it will be done. The fifth stage involves selecting tools from the three pillars (Visual Financial Organization, Psychoeducation and Self-efficacy, Territorial Listening and Support Networks) according to the diagnosed needs. The application and monitoring stages (sixth) and evaluation and adjustment (seventh) are crucial for the execution of the defined actions, with a record of difficulties, advances, and adaptations, and reformulation of the action plan when necessary. Replication does not require the standardized use of all tools, but must preserve the principles of cognitive accessibility, simplified language, valuing participants’ knowledge, and adaptation to the territory’s characteristics. The process must be monitored and recorded to ensure the effectiveness and relevance of the interventions.

Challenges and lessons learned in the application of the method

One of the main challenges in constructing the method was the transformation of heterogeneous experiences, arising from different trajectories, territories, educational levels, and economic activities, into common components for the method, without disregarding the participants’ particularities. This heterogeneity demonstrated that the method could not be rigid, requiring flexibility to offer solutions adapted to each manager. The conversion of qualitative results into practical management tools also proved to be a significant challenge.

The experience revealed that the simple transfer of traditional administrative instruments, such as spreadsheets and technical terminologies, could increase barriers to understanding and participation. Therefore, tools like Canvas and 5W2H were adapted with simple questions, everyday examples, and visual resources, making them more accessible. Participation difficulties, such as time limitations, family responsibilities, health conditions, and access differences, required flexibility in communication and follow-up, with the use of WhatsApp being fundamental to expanding engagement possibilities.

The main lessons learned include the need to start any intervention with active listening, recognize the skills already developed by the participants, integrate the financial, emotional, family, and territorial dimensions, use accessible language, and continuously monitor the proposed actions. The pilot project demonstrated that flexibility is a central element of the method, not just a circumstantial adaptation. Although the results support the relevance of the method in the investigated context, new applications with systematic indicators and evaluations are necessary to refine the Peripheral Feminine Management Method and examine its replication potential in other audiences and territories.

The results of this study demonstrate that the management of economic initiatives by women in peripheral territories is a complex phenomenon, deeply influenced by factors such as resource scarcity, overload of responsibilities, and social and territorial barriers. The research highlighted that the “economy of urgency” and the consequent reduced “mental bandwidth”, according to Mullainathan and Shafir (2013), limit long-term planning and require managers to operate in a mode of continuous survival. The methodological proposal developed, the Peripheral Female Management Method, directly addresses these challenges by integrating visual financial organization, psychoeducation, and support networks.

4. Conclusion

This study sought to develop a methodological proposal for cognitively accessible and territorially adaptable management, aimed at women managers of economic initiatives in peripheral vulnerability contexts, integrating visual financial organization, psychoeducation, self-efficacy, territorial listening, and support networks. It was found that management under these conditions is a complex process, deeply influenced by resource scarcity, overload of responsibilities, and social and territorial barriers. The findings indicated that the “economy of urgency” and the consequent reduction of “mental bandwidth” limit long-term planning, requiring managers to operate in a continuous survival mode. The analysis of interviews revealed that management is not restricted to technical aspects but is intrinsically linked to the psychosocial and territorial realities of the participants, highlighting the inseparability between the manager’s emotional health and the business’s financial viability.

In this sense, the Peripheral Female Management Method (GFP) was structured as a practical and social contribution, transforming empirical findings into accessible tools for strengthening self-efficacy, organization, and sustainability of initiatives. The novelty of the method lies in the redefinition of social financial organization technologies through visuality and the integration of psychoeducation as an inseparable component of economic health, with high application potential for managers in situations of functional illiteracy. However, the qualitative nature of the research and the limited number of participants restrict the statistical generalization of the findings. The performance of new applications of the method, accompanied by systematic indicators and evaluations, is suggested to improve its structure and examine its replication potential in other audiences and territories.

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Article originating from the Final Course Work of the Specialization in Business Management of the MBA USP/Esalq

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