| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 2.21 MB | Adobe PDF |
Advisor(s)
Abstract(s)
As empresas familiares constituem uma fatia significativa da economia mundial e representam a esmagadora maioria de empresas situadas em Portugal. A metodologia selecionada para o tratamento deste tema foi o estudo de caso, conduzido através de dois grupos de cariz familiar da Indústria Têxtil da zona Norte do país. Por meio de um par de entrevistas aos CEO de cada organização, foi possível realizar, uma comparação entre as duas organizações em relação às principais caraterísticas dos controlos gestão e da cultura organizacional e, também das caraterísticas familiares. As mais importantes conclusões da investigação apontam para que nas empresas familiares, em virtude da natural inclinação dos familiares para se comportarem no melhor sentido da empresa sem muita pressão alheia, a procura de controlos formais é menor, havendo com maior incidência nos controlos dos resultados e na monitorização devido ao tipo de indústria onde atuam. A cultura organizacional está bem difundida por todos os departamentos das organizações, o que contribui significativamente para o uso de controlos interativos e culturais. Os objetivos familiares também possuem um importante contributo para estas empresas, influenciando a tomada de decisões, a dinâmica do local de trabalho e a cultura organizacional. É possível verificar que a empresa 2 ao apresentar uma estrutura mais complexa em termos de ambiente familiar, está mais aberta em ocorrerem conflitos e discussões familiares, do que em relação à empresa 1.
Family businesses are a significant slice of the world economy and represent the overwhelming majority of companies located in Portugal. The methodology selected to address this issue was the case study, conducted through two family groups in the Textile Industry in the North of the country. By means of a pair of interviews with the CEO of each organization, it was possible to compare the two organizations in relation to the main characteristics of the management controls and the organizational culture, as well as the family characteristics. The most important conclusions of the research are that family businesses, due to the natural inclination of family members to behave in the best interest of the company without too much pressure from others, have less demand for formal controls and more focus on controls over results and monitoring due to the type of industry in which they operate. The organizational culture is well disseminated throughout all departments of the organizations, which significantly contributes to the use of interactive and cultural controls. Family goals also have an important contribution to these companies, influencing decision-making, workplace dynamics and organizational culture. It is possible to verify that company 2 by presenting a more complex structure in terms of family environment, is more open in occurring family conflicts and discussions, than in relation to company 1.
Family businesses are a significant slice of the world economy and represent the overwhelming majority of companies located in Portugal. The methodology selected to address this issue was the case study, conducted through two family groups in the Textile Industry in the North of the country. By means of a pair of interviews with the CEO of each organization, it was possible to compare the two organizations in relation to the main characteristics of the management controls and the organizational culture, as well as the family characteristics. The most important conclusions of the research are that family businesses, due to the natural inclination of family members to behave in the best interest of the company without too much pressure from others, have less demand for formal controls and more focus on controls over results and monitoring due to the type of industry in which they operate. The organizational culture is well disseminated throughout all departments of the organizations, which significantly contributes to the use of interactive and cultural controls. Family goals also have an important contribution to these companies, influencing decision-making, workplace dynamics and organizational culture. It is possible to verify that company 2 by presenting a more complex structure in terms of family environment, is more open in occurring family conflicts and discussions, than in relation to company 1.
Description
Keywords
Empresas familiares Controlos de gestão Controlos culturais Cultura organizacional Family businesses Management controls Cultural controls Organizational culture