Family Owned Business Succession and Governance: a multiple case study in Brazil

Roth, Leonardo; Tissot, Maria Clara Heinz; Gonçalves, Roberto Birch

doi:10.5007/2175-8077.2017v19n48p96

Cited by 9 publications

(18 citation statements)

References 7 publications

(7 reference statements)

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“…With the transfer of leadership to a non-family member, i.e., a transfer of management, the company remains a family business, as there is no transfer of ownership. In this sense, when planning, some strategies, such as managerial professionalization, family governance, and the creation of holdings, can lead to better results (Roth et al, 2017).…”

Section: Succession and Life Cycle In Family Businessesmentioning

confidence: 99%

“…Succession, thus, is characterized as a relevant moment in the life of the family business and implies changes in management due to the impact on the activities resulting from command change (Roth, Tissot, & Gonçalves, 2017). In this sense, it can be an opportunity to improve the management of the company as it is a time of renewal and strengthening for organizations (Roth et al, 2017) based on the challenges imposed that require strategies to act differently (Oro & Lavarda, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…In Brazil, studies have already signaled research efforts regarding succession in family businesses (Flores & Grisci, 2012;Oliveira & Silva, 2012;Oliveira, Albuquerque, & Pereira, 2012;Roth et al, 2017;Silva & Muniz, 2006;Waiandt & Danvel, 2008). Also, studies were carried out from the perspective of the organizational life cycle of Lester et al (2003) by addressing, for example, elements of family influence in the Family Influence on Power, Experience, and Culture (F-PEC) model (Frezatti, Bido, Mucci, & Beck, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Budget and life cycle in family business in succession process,

Hillen

Lavarda

2020

Rev. contab. finanç.

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The aim of this work is to analyze how the budget need is conceived in family businesses in the process of succession. There is a gap about the reasons for using the budget in the context of a family business succession process, whose characteristics and purposes of the budget reflect their need depending on the antecedents the reasons for use. The relevance of the theme lies in understanding the intergenerational succession as a part of the life cycle in family companies and the interface with the management control system (MCS) from the need of the budget with a planning and control tool. As an impact on the area, this study broadens the field of research on budget considering its characteristics and purposes in a context of organizational transition that involves succession in a family business. We adopted the single case study with data collected through semi-structured interviews, observations, and documents. Data were analyzed from the discursive textual analysis whose focus is the contents related to succession from the organizational life cycle, changes in the MCS, and budget need. The results showed that changes resulting from the succession process on the strategies of its planning (professionalization of management, creation of the holding company, and governance) interact and influence the need of the budget. This stems from the reasons for operational planning and strategic training from its antecedents associated with the organizational characteristics of the success and renewal phase of the life cycle. The contribution of the study is based on the combination of succession in family business and budget by making it possible to reflect on the need for a specific tool (the budget) to support goal setting and decision-making in this context. It will contribute to the MCS and family business by understanding the need for budgeting in the succession process. In addition, it will validate the three-phase model of the succession process in a family business as part of the organizational life cycle.

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Section: Succession and Life Cycle In Family Businessesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Budget and life cycle in family business in succession process,

Hillen

Lavarda

2020

Rev. contab. finanç.

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“…The conflict is part of the nature of the family business (Roth et al, 2017). In these companies, emotions and feelings of affection for the business are present (Carmon, Miller, Raile, & Roers 2010;Spranger, Colarelli, Dimotakis, Jacob, & Arvey, 2012).…”

Section: Conflict In Succession In Family Businessesmentioning

confidence: 99%

Sucessão e conflitos: proposições de pesquisa acerca das empresas familiares

Neske

Casimiro

Ribeiro

2020

RIAE

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Objective: This paper aims to identify the implications of conflict on a succession process in family business.Methodology: For the development of this literature review, we based ourselves on the behavioral view of conflict, presenting a set of propositions and a framework for investigations in the field.Originality: Even with the vast literature on conflict, there is still no complete understanding of its effects on a group or organization. In a family business, the process of succession can intensify conflicts, since it includes the simultaneous relationship between the business and the family, and there is a need for greater understanding of this phenomenon.Main results: The results suggest that in family organizations, the relationship conflict may be present and negatively impact the succession process. Thus, management models focused on the collaborative view of conflicts can positively reflect the succession planning and the performance of the new management.Theoretical contributions: As a contribution, we present a series of propositions that provide indications of the effects of conflict on the succession of family businesses, highlighting the importance of a governance system that provides balance to the process.

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“…This definition provides a complete and integrative view of two elements, as follows: (1) A structure-based element related to family involvement in firm ownership and management and (2) an intention-based element concerning values and preferences of family firms and their intention to keep the business in the family. Since then, considerable research on FOBs has focused on succession, which has often been identified as a key topic that merits the attention of both researchers and family businesses themselves [3][4][5][6]. Surprisingly, however, most studies of succession in FOBs are based on the theory of planned behavior, which encourages a managerial and procedural focus [7][8][9].…”

Section: Introductionmentioning

confidence: 99%

Context as a Provider of Key Resources for Succession: A Case Study of Sustainable Family Firms

Botella-Carrubí

González-Cruz

2019

Sustainability

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Although succession is the single most important issue in family-owned businesses (FOBs), there is scarce comprehensive and integrative analysis of the context (i.e., the social, organizational, and normative setting) where succession events occur. Research usually focuses on the success or failure of succession processes, instead of the risks faced by FOBs during succession. The succession process takes time and multiple actors are involved. Therefore, succession is influenced by uncertainty and unforeseen events. This study addresses the aforementioned gap in the literature by investigating how context can reduce the risk of failure in succession. Based on organizational change theory and the resource-based view, this study considers family and business circumstances where interactions between actors take place and succession occurs. Since the research goal is deeply embedded in context, this paper presents a comparative case study of three Spanish FOBs that have experienced different kinds of organizational change in relation to management succession. The main conclusion is that risk of succession failure depends not only on detailed process design and planning, but also on a well-developed firm and family context that provides sufficient familiness resources to cope with unexpected events and address conflicts.

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Family Owned Business Succession and Governance: a multiple case study in Brazil

Cited by 9 publications

References 7 publications

Budget and life cycle in family business in succession process,

Budget and life cycle in family business in succession process,

Sucessão e conflitos: proposições de pesquisa acerca das empresas familiares

Context as a Provider of Key Resources for Succession: A Case Study of Sustainable Family Firms

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