Preservação da riqueza socioemocional e a profissionalização em empresas familiares

Ames, Alice Carolina; Nolli, Jessica Giovana; Beck, Franciele; Mucci, Daniel Magalhães

doi:10.18593/race.23702

Cited by 3 publications

(8 citation statements)

References 29 publications

(47 reference statements)

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“…With more detail, it is possible to state that comparing family and non-family businesses, the significant differences occur in the items related to changes in the legislations of work ( t = 2.09 and p < 0.05), taxes ( t = 2.56 and p < 0.05) and environment ( t = 3.21, p < 0.01). Family businesses give extremely high importance to high-quality financial information and legal aspects as referred by Borralho et al (2020) and Ames et al (2020). Ames et al (2020) also refer to the importance that family businesses give to internal control, which is useful to verify the compliance with the internal norms of the firm and with the current legislation.…”

Section: Resultsmentioning

confidence: 99%

“…Reputation is a key organizational asset, especially in family businesses, because these tend to establish long-term partnerships with stakeholders. Ames et al (2020) verified that the main factor to introduce professionalization in a family business was survival in a competitive environment. They also observed that the family has an active and directive role in terms of the control and influence on the decisions, both on strategic and tactical levels and outline the importance given to the image of the family's name, social relationships and the desire to maintain the family's business.…”

Section: Succession In Family Businessesmentioning

confidence: 86%

“…Tagiuri and Davis (1996) refer that family members who work on family businesses may eventually have multiple positions in the company simultaneously, which is why it is possible that in some items, family businesses present higher values than non-family businesses. Conversely, Moreira and Frezatti (2019), Mucci et al (2021), Ayres et al (2018) and Ames et al (2020) refer that family businesses seek investments that help them preserve their good image and continuity in the market and, as such, present and appreciate good internal control.…”

Section: Jfbm 124mentioning

confidence: 99%

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How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

Santos

Tavares²,

Tavares

et al. 2021

JFBM

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PurposeRisk is part of corporate activity and a consequence of the businesses' demands, the market and the changes in companies and their surroundings. The way that risk is managed is different between family and non-family businesses. The paper aims to compare the different risk types experienced in the context of the coronavirus disease (COVID-19) pandemic among family and non-family businesses and to analyze whether operational, legal, strategic and image risks influence financial risks.Design/methodology/approachThe nature of the study is quantitative and based on a questionnaire survey that analyses the perception of risks by 1,090 family businesses and 557 non-family businesses.FindingsThe results show the existence of statistically significant differences in the perception of financial and legal risks between family and non-family businesses, where the former being the businesses that give more importance to these risks. The perception of operational, legal, strategic and image risks have a positive influence on the perception of financial risk in family and non-family businesses.Originality/valueThe results obtained in the study are important because they allow an understanding about the differences in risk management between family and non-family businesses, which can lead to greater corporate sustainability and increased financial performance.

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Section: Resultsmentioning

confidence: 99%

Section: Succession In Family Businessesmentioning

confidence: 86%

Section: Jfbm 124mentioning

confidence: 99%

See 1 more Smart Citation

How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

Santos

Tavares²,

Tavares

et al. 2021

JFBM

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show abstract

“…A profissionalização em empresas familiares diz respeito ao envolvimento de membros familiares na organização e à opção por gestores, funcionários e colaboradores não familiares (AMES et al, 2020). Segundo os mesmos autores, a profissionalização é um processo de transição que busca a formalização e o auxílio na estruturação da organização, podendo ocorrer pela inserção de pessoas fora da família, mas também pela capacitação de membros familiares.…”

Section: Caracterização Da Empresa E Presença Da Famíliaunclassified

Avaliação de desempenho e incentivos em uma empresa familiar

Magnago¹

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The use of performance evaluation measurements linked to the granting of incentives aims to ensure that the entire organization's efforts are focused on meeting pre-established strategic goals. However, studies investigating the application of these instruments and their relationship with the monitoring of strategic goals in family businesses produce different results regarding the use or not of these instruments implicitly or explicitly by these companies, highlighting a field of research in the open. In this sense, this research sought to identify how performance evaluation measures are used to track strategic goals and provide incentives in a family business, based on the Agency Theory. Therefore, a single case study was carried out in a family business that operates in the wholesale and distribution sector. For data collection, semistructured interviews, document analysis, and direct non-participant observation were carried out, and the data were analyzed using Content Analysis. The findings showed that the family is present in the figure of the organization's shareholders, in the board of directors, and the company's presidency, demonstrating that the conduction of the business was delegated to nonfamily members because the family trusted in the organization's managers. It was also found that the company does not have structured strategic planning, with its goals and objectives arising from the preparation of the annual budget. The studied company uses performance evaluation measures in all its departments. But, as it is a wholesale and distribution company, the commercial department uses these measures with greater emphasis. The results also showed that, contrary to the expectations, this company, despite being familiar, makes little use of subjective measurements of performance, because, as it is a large company, the characteristics bring it closer to a non-family company. It was also found that the company links incentives to the achievement of goals previously established in the commercial department, but the other departments benefit from the incentives based on the financial result achieved. It is concluded, that the use of performance evaluation measures in monitoring the goals is an important mechanism for granting incentives in the researched company. However, it is necessary that these tools also contribute to monitoring the actions of managers to reduce conflicts of interest, as is the case in the company in this case. This research presents theoretical contributions by expanding the understanding of performance evaluation measures and incentives in family businesses. Further demonstrates that the use of "in-house" software to explicitly and formally monitor the company's indicators is demonstrated. In addition, it is possible to observe how the relationship between family and non-family members works in this company. The results can also contribute to managers by helping them to use and implement performance evaluation measurements in family businesses to strengthen relationships within organizat...

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“…Entre os estudos nacionais também foram encontrados dois trabalhos publicados em periódicos com abordagem da preservação da riqueza socioemocional envolvendo a profissionalização (Ames, Nolli, Beck, & Mucci, 2020), e como as questões emocionais influenciaram no processo de declínio da empresa familiar (Buchweitz, Cruz, Barbosa, & Pereira, 2019).…”

Section: Introductionunclassified

Abertura de capital e mudanças no sistema de governança: análise das motivações, impactos na riqueza socioemocional e trade-offs entre objetivos financeiros e não financeiros de empresas familiares brasileiras

Moreira¹

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Preservação da riqueza socioemocional e a profissionalização em empresas familiares

Cited by 3 publications

References 29 publications

How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

Avaliação de desempenho e incentivos em uma empresa familiar

Abertura de capital e mudanças no sistema de governança: análise das motivações, impactos na riqueza socioemocional e trade-offs entre objetivos financeiros e não financeiros de empresas familiares brasileiras

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