Purpose – The purpose of this paper is to focus on the family protocol as a governance policy tool that can help ameliorate intra-family conflict and enhance the probabilities of survivability of the family business. Design/methodology/approach – Using equity theory and organizational justice as theoretical frameworks, the authors explain how and why the development of a protocol can help the family firm and their survivability. The authors combine academic and practitioner knowledge to present a process model for creating family protocols. Findings – Based on four important considerations (i.e. process view, deep knowledge about the family business, dynamic environment, and the need for change and adaptation) the authors develop a process model for the development of family tailored protocols. Originality/value – This paper integrates the work of practitioners and academics to help understand what is a family protocol, why and how the protocol affects the family and business relationships and presents a procedural model for the development of a family protocol that can help govern the relationship between the family and the business.

Purpose – Although researchers have highlighted the importance of relational and family factors for the sustainability of a family firm, there is not much empirical research exploring how emotions and the management of emotions play a role in the interpersonal dynamics of family business owners. The purpose of this paper is to explore how the way family members manage their emotions affects the interpersonal dynamics in the family, business, and ownership subsystems of a family firm. Design/methodology/approach – The paper presents an in-depth case study from a family firm in Colombia-South America. Findings – The results indicate that the capability that family members have to manage their emotions influences the interpersonal dynamics that take place in the family firm at the individual and group level. In this case, the paper found that although emotional intelligence (EI) affected interpersonal relationships in a firm, this effect was based on the individual's willingness to use their EI capabilities, previous history between people, and the goals individuals have within each subsystem in a family firm. The paper also found that interpersonal dynamics, in turn, influence how family members work together. Research limitations/implications – Because this study uses an in-depth case study, the intention of the paper is to provide an initial picture of how EI can play a role in the interpersonal interactions between family business owners. The authors hope that this study can be used as a building block to enhance the understanding of the role of EI in family firms. Practical implications – EI represents an individual's capability to perceive, understand, manage, and regulate self and other's emotions. For family firms, this means that family business owners can use this capability to determine how to enact their roles in the family firm and how to interact with other to ensure harmony in their relationships. Originality/value – This paper builds on previous work on emotions in family firms to explore the role of EI in family firms, and provides an empirical exploration of the role of management of emotions in family firms.

A d m i n i s t r A c i ó n Gobierno Corporativo. Prácticas sugeridas e implementadas por empresas familiares y no familiares colombianas* Gonzalo Gómez-Betancourt R e s u m e nEl objetivo de esta investigación es identificar las prácticas de gobierno corporativo implementadas por las empresas familiares y no familiares colombianas, en comparación con las recomendaciones de los códigos de gobierno. Se estudiaron 22 códigos de gobierno corporativo de 17 países, se identificaron las prácticas de gobierno corporativo comunes, posteriormente se diseñó una encuesta que fue aplicada a 202 empresarios y las respuestas se analizaron con la prueba Z. Los resultados revelan una alta concentración de poder en la primera generación de empresas familiares, debido a que el fundador no delega responsabilidades y funciones. La segunda generación y las generaciones posteriores tienden a comportarse más como empresas no familiares en temas relacionados con el gobierno corporativo. Futuras investigaciones deberán identificar cuáles prácticas de gobierno corporativo influyen en las organizaciones y en su desempeño. PalabRas c l av eGobierno corporativo, empresa familiar, empresa no familiar, prácticas, Códigos de Gobierno Corporativo códigos Jel G300, G340 Corporate Governance. Suggested and implemented practices in Colombian family and non-family businesses a b s t R a c tThe objective of this research is to identify the corporate governance practices applied by family and non-family businesses in Colombia in comparison with codes of corporate governance´ recommendations. 22 corporate governance codes from 17 countries were studied, common practices of corporate governance were identified, then has been designed a survey, was applied to 202 employers and responses were analyzed using the Z test. Results reveal a high concentration of power in the first generation of family businesses because the

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La Sociedad por Acciones Simplificada (SAS) representa la evolución más significativa del sistemasocietario colombiano en las últimas 4 décadas. Desde su aparición representa cerca del 90% del totalde sociedades matriculadas en el país. Este estudio exploratorio descriptivo busca determinar si losempresarios conocen las ventajas y desventajas de las SAS, y si las tienen en cuenta en la toma dedecisiones. Se aplicó un cuestionario estructurado a 57 empresas, de las cuales el 84% eran familia-res. Se observó un amplio desconocimiento de algunas ventajas y desventajas de la SAS que implicael desaprovechamiento de sus bondades y, en casos puntuales, riesgos para las empresas familiares

El gobierno corporativo como herramienta para minimizar los problemas de agencia parece tener un efecto positivo en el desempeño. Este trabajo analiza la relación entre gobierno corporativo, control familiar y desempeño financiero en empresas colombianas. A través del método generalizado de momentos (GMM), se estimó dicha relación en un panel de datos balanceado para 104 empresas inscritas en el Registro Nacional de Valores y Emisores (RNVE) durante el periodo 2008-2014. Las empresas fueron clasificadas como empresa familiar (EF), cuando se identificó una familia como accionista controlante mayoritario. El desempeño fue aproximado a partir de la rentabilidad del activo (ROA) y la rentabilidad del patrimonio (ROE). Para medir el nivel de gobierno corporativo se usaron las 41 prácticas recomendadas en el Código País. Se encontró que solo las prácticas alusivas a la junta directiva se relacionan con el roa, mientras que en el caso del roe no se encontró evidencia de relación con alguna de las prácticas de gobierno corporativo. Respecto al carácter familiar, se encontró que, cuando una familia es el primer accionista controlante, las empresas presentan mayor desempeño. No obstante, cuando los dos primeros accionistas controlantes son familias, se observó que no existe relación con el desempeño

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Ownership is usually a system assumed implicit in the dynamics of management of enterprises, but it actually deserves more attention than a periodic control in the yearly general shareholder's assembly. Empowerment of owners is required given the magnitude of decisions they make in terms of capital and business purpose, and not just delegate it to the Board or the CEO. Despite the relevance of the topic, there is a gap in the literature of corporate governance in family business from the ownership dimension. This longitudinal study uses a quantitative approach with an explanatory scope that pretends to answer the question: Do shareholders corporate governance practices and family control influence financial performance on businesses? 104 public companies were analyzed and 36.5% of them were identified as family businesses, using data from National Registry of Values and Issuers, which also responded the country Code survey of Colombia in the period 2008-2014. Data was processed with student's t test and Random Effects analysis that is a panel data technique. Results shown that family and non-family businesses have significant differences in ownership governance practices, but no significant relationship were identified between corporate governance practices of shareholders or family control with financial performance.