Efetividade das decisões em conselhos de administração de empresas familiares: uma abordagem configuracional.

Abstract

The objective of this study was to answer the following research question: What do make the board of directors of family firms be effective in strategic decisions? Therefore, the configurational approach was adopted, since there are multiple ways of achieving effectiveness in strategic decisions. Conceptually, strategic decisions were considered effective when reached or exceeded the results previously established by the decision makers. In relation to family firms, they were defined based on sociometional wealth (SEW), which consists of the importance attached by decision-makers to the non-economic benefits generated to the family from the company's operations. The dimensions of SEW combined with the roles and psychosocial processes of boards of directors generate different configurations that lead to effectiveness in strategic decisions. To demonstrate this, a survey with 59 family firms was carried out in Brazil. The respondents were board members who participated in a strategic decision-making in these firms. The results show that there are multiple ways to achieve effectiveness in strategic decisions. Among the core factors, the roles of control and mediation are necessary conditions, as well as the use of knowledge and skills and cognitive conflict. It is also possible to identify three different family business profiles from SEW. The first attaches little importance to family continuity in the business in their decisions, the second does not give importance to family prominence, and the third considers all SEW atributes in their decisions. Even with different reference points, these firms can be effective in their strategic decisions. This research has theoretical and practical implications, especially for reinforcing the argument that there is no single way to achieve a result, and the effectiveness of boards of directors goes beyond the control and service functions, being linked to the strategic decision effectiveness.

The effect of social ties between the CEO and board of directors and fiscal council's members on earnings management

“…This position is due to the alignment with the development of corporations in an Anglo-Saxon environment, characterized by the separation between control and ownership of the entity. However, due to the inconclusive results of the studies in this area, the expansion of CG practices to other institutional environments, and the growth of organizational complexity, other theoretical perspectives began to shed light on the role of the BD and its functions (Parente, 2018). For Bankewitz (2017), the BD acts as a consultant for the organization, in which, in addition to exercising its role as a monitor, it provides advice and guidance to managers, helping to make assertive decisions that lead to better results and ensure the sustainability of the entity.…”

A contribuição do conselheiro externo para a governança de empresas de controle familiar

“…Tais atributos derivam diretamente da sobreposição dos três elementos apresentados na Figura 1 e são fonte importante de vantagens e desvantagens deste formato de organização (Tagiuri et al , 1996). A respeito disso, os autores afirmam (p. O modelo dos três círculos contribuiu para os estudos no campo, uma vez que direcionou os pesquisadores a respeito dos elementos que compõem o sistema empresarial familiar (Parente, 2018). A partir disso, uma série de tentativas foram feitas no sentido de definir as empresas familiares de maneira mais precisa com o intuito de compreender o que faz destas empresas formas únicas de organização.…”