Resumen
This study aimed to analyze the relationship between environmental pressures and strategic behavior of MSE belonging to a trade group for auto parts. Results of the survey conducted ? and satisfactorily answered by 32 companies - showed the prevalence of the "analytical" generic strategy, composed of little more than half the sample, followed by the "defensive" strategy and finally, a smaller number of companies with "reactive" strategies according to the classification of strategic behavior of Miles and Snow. A cluster analysis effected from environmental pressures to which the companies are subject resulted in their grouping into three groups. In turn, the results of both the chi-square test as the confirmatory discriminant analysis did not show a strong dependency relationship between competitive strategies adopted by the companies surveyed and environmental pressures. To some extent, this conclusion corroborates the theory, since the universe surveyed (small and micro enterprises with mild to moderate degree of maturity), apparently is not the most fertile ground for the application of the conditions of the school's environmental strategy. Another possible explanation for this result also supported by the theory is that, even when their companies are subject to similar environmental pressures, each leader may interpret the environment individually, as suggested by the cognitive approach to strategy.