Cultura Organizacional e Mito Fundador: Um Estudo de Caso em uma Empresa Familiar

Lourenço, Cléria Donizete da Silva; Ferreira, Patrícia Aparecida

doi:10.13037/gr.vol28n84.1630

Cited by 8 publications

(7 citation statements)

References 4 publications

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“…Usually, a firm is born from the instigating action of an individual with special characteristics -the founder -who combines experience and knowledge, transmitting the necessary energy to the firm for it to follow its path (Ussman, 2004). This figure within the firm is considered as the founder, entrepreneur, owner and manager of a small business, decisively influencing the formation of the organisational culture, composed of values, beliefs and behaviour norms (Garza et al, 2011;Lourenço and Pereira, 2012). However, most studies involving the relationship between personality traits in entrepreneurship and in organisational settings have yielded inconclusive findings (Abu Elanain, 2008;Ong and Ismail, 2008).…”

Section: Role Of the Founder In Family Smesmentioning

confidence: 99%

Influence of the individual characteristics and personality traits of the founder on the performance of family SMEs

Franco

Prata

2019

EJIM

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The main aim of this study is to investigate the influence of the individual characteristics and personality traits of the founder on the performance of family SMEs. To achieve this goal, a questionnaire was constructed, covering the socio-demographic (individual) characteristics of the entrepreneur and an individual's personality traits through five dimensions (Big-Five): extraversion, agreeableness, conscientiousness, neuroticism and openness to experience. To measure performance, an already validated scale was also used, including two fundamental dimensions: business and family. 123 questionnaires from family SMEs were validated. Results show that the individual characteristics (age, gender and academic qualifications) of the founder do not influence the performance of family SMEs. As for the personality traits of the founder, only extraversion, conscientiousness and openness to experience are found to have a positive influence on performance, while neuroticism has a negative influence on performance. Some implications for theory and practice are also presented.

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Section: Role Of the Founder In Family Smesmentioning

confidence: 99%

Influence of the individual characteristics and personality traits of the founder on the performance of family SMEs

Franco

Prata

2019

EJIM

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“…For Widener (2007), the beliefs system communicates fundamental values, with the aim of inspiring and motivating the collaborators to research, explore, create, and develop appropriates actions. In a family business, the beliefs system can be influenced by the institutional values and be identified via the family surname, the founder figure, or the organizational culture (Sharma, Chrisman & Chua, 1997;Lourenço & Ferreira, 2012). Carlock and Ward (2001) recommend that the family members discuss with the management team the values, aims, strong and weak points, threats, and potential opportunities.…”

Section: Interface Between Msc and Strategymentioning

confidence: 99%

Interface between management control systems and strategy and performance measures in a family business,

Oro

Lavarda

2019

Rev. contab. finanç.

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This study aimed to analyze how the interface occurs between the management control systems (MCSs) and the strategy and performance measures in a family business, from the perspective of Contingency Theory. The relevance of the theme lies in understanding how the use of the managerial levers from the Levers of Control (LOC) model (Simons, 1995) is perceived by the senior management of a family business in the interface with the strategy and performance measures. In terms of its impact in the area, this article broadens the field of research that uses the LOC model together with strategy and performance measures in family businesses. The research methodology used combined methods, operationalized by the case study procedure. The content analysis was performed using coded categories based on the literature and selected passages from the interviews, observation, and documents, by means of qualitative analysis software. As a result, it was observed that the family management designed by the controlling owner, with an entrepreneurial vision, working together (father and sons), and the organizational values of the family unit (belief systems), showed particularities of the family-business duality that contributed to the implementation of the strategy and the use of performance measures. It is also inferred that the two systems (diagnostic controls and interactive controls) are complementary in the organization and that the “customized control” produced by the integrated management system is an adjustment of the MCS to the contingencies in order to enable the interface with the strategy and performance measures. The study revealed that the family values present in the management take form in the belief systems that shape the use of the MCSs and in the strategic behavior of the organization, which is an element that is barely discussed in Simons (1995) and opens up room for new research.

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“…It is possible to say that the founder's death represents for the members of the organization a break with the old order, accompanied by a certain fear and anguish. These agents will move from a situation of comfort to a new condition, characterized by uncertainties and instability, since it will possibly be necessary an organizational restructuring, with the relocation of employees, in order to assume new roles and responsibilities (Lourenço & Ferreira, 2012).…”

Section: Family Businesses and Their Family Businesses And Their Succession Processes Succession Processesmentioning

confidence: 99%

Sucessão em Empresas Familiares: Um Olhar a partir do Conceito de Conatus

2021

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RESUMO Objetivo: objetiva-se, com este artigo, introduzir algumas contribuições do conceito de conatus para a pesquisa sobre sucessão em empresas familiares. Métodos: a sucessão tem sido uma das temáticas mais discutidas no campo de estudos sobre empresas familiares. O presente trabalho, de natureza teórica, procura agregar contribuições a essa literatura, compreendendo a dinâmica da sucessão através da exploração do quadro teórico-conceitual desenvolvido por Bourdieu. Resultados: o conatus pode ser interpretado como um projeto cultivado pela família e que deve ser perpetuado para e pelas futuras gerações. Assim, a compreensão da sucessão a partir deste conceito permite, dentre outras possibilidades, apreender as particularidades da transmissão do projeto construído pelo fundador para as gerações sucessoras da família, que seriam os responsáveis por perpetuar ou não o conatus. Conclusão: o conceito de conatus, posicionado no âmbito do quadro teórico-analítico mais amplo trabalhado por Bourdieu, oferece alternativas para a compreensão e a explicação da sucessão em empresas familiares de uma forma mais consistente e aproximada da realidade observada nesses processos, fornecendo fundamentos que podem contribuir para a elucidação de perspectivas ainda pouco exploradas na literatura sobre esse tipo de organização.

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Cultura Organizacional e Mito Fundador: Um Estudo de Caso em uma Empresa Familiar

Cited by 8 publications

References 4 publications

Influence of the individual characteristics and personality traits of the founder on the performance of family SMEs

Influence of the individual characteristics and personality traits of the founder on the performance of family SMEs

Interface between management control systems and strategy and performance measures in a family business,

Sucessão em Empresas Familiares: Um Olhar a partir do Conceito de Conatus

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