Mechanisms of Corporate Governance in Small Family Business
Name: DIÊGO DE MARCHI
Publication date: 28/08/2014
Advisor:
Name |
Role |
|---|---|
| ANNOR DA SILVA JUNIOR | Advisor * |
Examining board:
| Name |
Role |
|---|---|
| ANNOR DA SILVA JUNIOR | Advisor * |
| ALFREDO RODRIGUES LEITE DA SILVA | Internal Examiner * |
Summary: This thesis aims to describe and analyze how the phenomenon of corporate governance articulates management mechanisms and impacts the dynamics of a small family organization. For this, we used the perspectives of Fan (2001) and Silva Junior (2006), dealing with corporate governance, and Chandler (1994), for family businesses. Through qualitative approach with emphasis on a case study, triangulation of data was performed using a semi-structured interview, unsystematic or free observation and document research, and data analysis was performed by content analysis. There was the presence of the phenomenon of governance through the identification of differentiation factors, resulting in the deployment of governance mechanisms throughout the life cycle of the family organization, which enabled changes in your control, in its succession process and its professionalization. As the control, were observed that the mechanisms of "status quo", "professional advice", "synergy of interests", "financial rules of society", "duties and responsibilities", "alignment of interests of the business" and "protection of the family business "allowed the modification and maintenance of control of the company with partners. For axis of professionalization, it was found that the mechanisms of "financial rules of society", "duties and responsibilities", "alignment of interests of the business", "protection of the family business" and "attention to the interests of stakeholders" were responsible for provide changes in this regard and indicate that the company moves towards becoming professional. As to the succession process, it was found that the third generation has no interest in the company, which can result in hiring an outside professional to manage the same, respecting the issue of family values and organizational culture or lead to recursive sequence. Apparently, it was observed that the second question was more evident as the output of the last brother of the business culminating in the sale of the family business, generating two alternatives: the purchase of the company by a group of partners or other non-family business, the would result in the "death" of the company as a family business; or your purchase by another family or family business, preserving its original classification.
