FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY
There are few family owned businesses that survive to the next generation. In general, 30% of these businesses are passed on to second generation families and less than 15% survive to third generation families. There has been little research done on third generation family businesses. Therefore t...
| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
| Published: |
Universidade Federal de Santa Catarina
2009-05-01
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| Series: | Revista de Ciências da Administração : RCA |
| Subjects: | |
| Online Access: | https://periodicos.ufsc.br/index.php/adm/article/view/10591 |
| _version_ | 1797429196447809536 |
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| author | Alessandra Martins Emerson Antônio Maccari Milton de Abreu Campanario Martinho Isnard Ribeiro de Almeida |
| author_facet | Alessandra Martins Emerson Antônio Maccari Milton de Abreu Campanario Martinho Isnard Ribeiro de Almeida |
| author_sort | Alessandra Martins |
| collection | DOAJ |
| description | There are few family owned businesses that survive to the next generation. In general,
30% of these businesses are passed on to second generation families and less
than 15% survive to third generation families. There has been little research done
on third generation family businesses. Therefore the main purpose of this paper
is to identify the principal difficulties of passing on managerial skills to the third
generation owners. This study uses a case study of a Brazilian family organization
composed of twelve enterprises. The instrument to collect data was an individually
guided recorded interview with all of the family managers (1ª, 2ª e 3ª generation).
The technique applied, was suggested for Miles & Huberman (1994) to group the
data in analytical categories to facilitate the analyzed speeches contained in the
49
blocks of responses. As a result, the transition the business to the third generation
owners has been strongly associated with the relation between family and business
by the following factors: a) the succession process influenced by emotional
and family values; b) conflicts, rivalries and divergences of strategic visions and
business goals between the family generations; c) lack of professional criteria to
hire relatives; and d) fragility of communication and consequent asymmetry of
information among the family members. |
| first_indexed | 2024-03-09T09:09:43Z |
| format | Article |
| id | doaj.art-2a12517c198a4495a31abe8d93efa8c2 |
| institution | Directory Open Access Journal |
| issn | 1516-3865 2175-8077 |
| language | English |
| last_indexed | 2024-03-09T09:09:43Z |
| publishDate | 2009-05-01 |
| publisher | Universidade Federal de Santa Catarina |
| record_format | Article |
| series | Revista de Ciências da Administração : RCA |
| spelling | doaj.art-2a12517c198a4495a31abe8d93efa8c22023-12-02T09:01:20ZengUniversidade Federal de Santa CatarinaRevista de Ciências da Administração : RCA1516-38652175-80772009-05-011022305410.5007/2175-8069.2008v10n22p309248FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BYAlessandra Martins0Emerson Antônio Maccari1Milton de Abreu Campanario2Martinho Isnard Ribeiro de Almeida3UNINOVEUNINOVEUNINOVEUSPThere are few family owned businesses that survive to the next generation. In general, 30% of these businesses are passed on to second generation families and less than 15% survive to third generation families. There has been little research done on third generation family businesses. Therefore the main purpose of this paper is to identify the principal difficulties of passing on managerial skills to the third generation owners. This study uses a case study of a Brazilian family organization composed of twelve enterprises. The instrument to collect data was an individually guided recorded interview with all of the family managers (1ª, 2ª e 3ª generation). The technique applied, was suggested for Miles & Huberman (1994) to group the data in analytical categories to facilitate the analyzed speeches contained in the 49 blocks of responses. As a result, the transition the business to the third generation owners has been strongly associated with the relation between family and business by the following factors: a) the succession process influenced by emotional and family values; b) conflicts, rivalries and divergences of strategic visions and business goals between the family generations; c) lack of professional criteria to hire relatives; and d) fragility of communication and consequent asymmetry of information among the family members.https://periodicos.ufsc.br/index.php/adm/article/view/10591gestão familiarterceira geraçãosucessão familiar |
| spellingShingle | Alessandra Martins Emerson Antônio Maccari Milton de Abreu Campanario Martinho Isnard Ribeiro de Almeida FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY Revista de Ciências da Administração : RCA gestão familiar terceira geração sucessão familiar |
| title | FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY |
| title_full | FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY |
| title_fullStr | FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY |
| title_full_unstemmed | FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY |
| title_short | FAMILY BUSINESSES AND THE DIFFICULTIES ENCOUNTERED BY |
| title_sort | family businesses and the difficulties encountered by |
| topic | gestão familiar terceira geração sucessão familiar |
| url | https://periodicos.ufsc.br/index.php/adm/article/view/10591 |
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