Background: This paper focuses on nature and role of relationships in small hospitality firm in the Southern Italian context. Based on previous literature relationships in small firms are highly related to trust, common understanding and mutual benefits.     Purpose: Aim of the paper is to explore how the role and nature of external stakeholders’ relationships creates perceived value with small family business by the theoretical framework developed by the authors. Methodology: To answer the research question an empirical research was conducted and data was collected through semi-structured interviews using guidelines inspired by previous studiesThrough a content analysis of data collected and reports from the local government. Participants in the sample consisted of native Italians, living in the Metropolitan city of Naples. Participants were grouped in five categories along with the family firm itself, external stakeholder groups as business partners, competitors, residents and local government representative members. Total of 14 interviews were conducted. The Data was coded using the software Nvivo. Results: The study suggest that relationships in the specific context of Hospitality in Southern Italy is based on personal level and have trust, respect and understanding as the fundamentals. The result also revealed that small family run B&B prefers family over non-family members. Tension and conflicts are then solved through understanding and trust. Conclusion: In brief this research contributes to the family businesses and stakeholder literature in the specific context of Italian hospitality industry. The theoretical framework has been updated by the emerging findings from the qualitative analysis.

Made available in DSpace on 2016-12-01T19:18:37Z (GMT). No. of bitstreams: 1 114859.pdf: 398342 bytes, checksum: a3a8576172f5c3b189ff416c8974e9c0 (MD5) Previous issue date: 2013-12-12 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / The objective of this study was to analyze how the process of professionalization occurred in family businesses Metallurgical Riosulense S / A and Pamplona Foods S / A in the municipality of South River/ S.C., considering the context, content and process (Pettigrew, 1987). Organizations go through phases and cycles of life during its trajectory (Adizes, 1990), and the transitions from one stage to another contribute to organizational changes that occur and consequently emerges during the course of the company, the need for professionalization. The professionalization of family businesses consists in the conduct of business by competent and adequately trained professionals for management positions, for persons of family or non-family persons in the family owning the organization (LODI, 1978; BERNHOEFT, 1989; MIRANDA; GRZYBOVSKI, 2012; VEGA LÓPEZ ET AL.,2013). For such was made a qualitative multicase study (Godoy, 2006), exploratory and descriptive (Richardson, 1999; Yin, 2005). The collection of data encompassed with semi-structured interviews with the founders, successors, directors, officers and managers the surveyed companies, and documentary research in the minutes, records, and other historical documents provided by the organizations. After, there was a content analysis of the data collected and systematized, in a thematic framework from the analysis model. As the survey results, it was found that the company Pamplona, from its context, was proactive attitude change, in which members of the second generation searched training in other family businesses, so that the succession occurred in a professionalized manner, resulting in the currently conduct of business by familiar and unfamiliar professional members. It emphasize that the majority of family members of the second generation act directly in company management. The company Riosulense was punctuated in context by changes in their activities and during the process of professionalization, there have been external crises that directly affected the market in which the company operates. Therefore, the professionalization that began because of the growth of the company and internal management challenges, was consolidated later when the need emerged for perpetuating the company and adapt-the precepts of corporate governance (IBGC, 2010). As management practices used by the two companies studied was identified that there was hiring an external consultant to assist in the professionalization process, there was the legalization of equity and the clear distinction of the roles Family, ownership and management (Gersick et al, 1997) and was the constitution and / or operationalized the Management Board. The two organizations also had the consolidation of the professionalization process when the process of succession happened (OLIVEIRA; ALBUQUERQUE, PEREIRA, 2012). / O objetivo deste estudo foi analisar como ocorreu o processo de profissionalização nas empresas familiares Metalúrgica Riosulense S/A e Pamplona Alimentos S/A do município de Rio do Sul/SC, considerando o contexto, conteúdo e processo (PETTIGREW, 1987). As organizações passam por fases e ciclos de vida durante sua trajetória (ADIZES, 1990), e as transições de uma fase para outra contribuem para que ocorram mudanças organizacionais e consequentemente emerge no decorrer da trajetória da empresa, a necessidade de profissionalização. A profissionalização de empresas familiares consiste na condução da empresa por profissionais competentes e devidamente capacitados para os cargos de gestão, podendo ser ou não membros da família proprietária da organização (LODI, 1978; BERNHOEFT, 1989; MIRANDA; GRZYBOVSKI, 2012; VEGA LÓPEZ et al.,2013). Para tal, foi efetuado um estudo multicasos qualitativo (GODOY, 2006), de caráter exploratório e descritivo (RICHARDSON, 1999; YIN, 2005). A coleta de dados abarcou entrevistas com roteiro semiestruturado junto aos fundadores, sucessores, conselheiros, diretores e gerentes das empresas pesquisadas e, pesquisa documental em atas, registros, históricos e demais documentos disponibilizados pelas organizações. Após, fez-se a análise do conteúdo dos dados coletados e sistematizados, em um quadro temático definido a partir do modelo de análise. Como resultados da pesquisa, identificou-se que a empresa Pamplona, a partir do seu contexto, teve atitude proativa a mudança e os membros da segunda geração buscaram treinamento em outras empresas familiares, para que a sucessão ocorresse de maneira profissionalizada, resultando atualmente na condução da empresa por membros familiares e não familiares profissionais. Cabe destacar que a maioria dos membros da família da segunda geração atuam diretamente na gestão da empresa. A empresa Riosulense foi pontuada em seu contexto por mudanças em suas atividades e, durante o processo de profissionalização, ocorreram crises externas que afetaram diretamente o mercado em que a empresa atua. Diante disso, a profissionalização que se iniciou em função do crescimento da empresa e desafios internos de gestão, consolidou-se posteriormente quando emergiu a necessidade de perpetuar a empresa e adequar-se aos preceitos da governança corporativa (IBGC, 2010). Como práticas de gestão utilizadas pelas duas empresas estudadas foi identificado que houve contratação de consultoria externa para auxiliar no processo de profissionalização; houve a legalização do patrimônio bem como a separação clara dos papeis família, propriedade e gestão (GERSICK et al, 1997) e também foi constituído e/ou operacionalizado o conselho de administração. As duas organizações também tiveram a consolidação do processo de profissionalização quando ocorreu o processo de sucessão (OLIVEIRA; ALBUQUERQUE; PEREIRA, 2012).

The second half of the twentieth century was a period of structural change in Brazil, beginning with the process of industrialization, which resulted in social and economic transformations, such as urbanization and modernization of the main cities of the country, the migration of rural population to cities, the emergence of new sectors in the economy, increasing jobs and income, etc.. But what draws the most attention is the reconfiguration of the profile of agents in economic spheres, from the 60s, which were sourced from family groups that increase in income, abruptly, and subsequently gained social recognition and acted only the sphere (economic), unlike the previous economic group, which conciliated activities in political and economic spheres. Thus, we aim to analyze, how was the formation of this second set of entrepreneurs in reality distinct, organized around family businesses, which are designed economically in the context in which the goods and services sector experienced the initiation and expansion "supermercadismo" in Brazil, from the 50s Therefore, we examine the political-economic context and illustrate the rise of entrepreneurial families through the formation of three supermarket chains: Paes Mendonça S / a, Bompreço (both family Paes Mendonça) and GBarbosa. The survey pointed out that the emergence of family groups in economic rise was a result of its investments in the grocery business, which received incentives from the federal government, creating a structure that favored their growth, however, went beyond, to show the weight of the model family business, since the key features needed in this economic sphere were incorporated into the family capital, thanks to the investments of the household members. / A segunda metade do século XX foi um período de mudanças estruturais no Brasil, a começar pelo processo de industrialização, o qual resultou em transformações sociais e econômicas, tais como a urbanização e a modernização das principais capitais do país, a migração da população rural para as cidades, o surgimento de novos setores na economia, o aumento da oferta de emprego e da renda, etc. Porém, o que mais chama a atenção é a reconfiguração do perfil dos agentes nas esferas econômicas, a partir da década de 60, que eram originados de grupos familiares que ascenderam economicamente, de forma repentina, e posteriormente, ganharam um reconhecimento social e atuaram apenas na esfera (econômica), ao contrário do grupo econômico anterior, que conciliava atividades nas esferas política e econômica. Dessa forma, almejamos analisar, como se deu a formação desse segundo conjunto de empresários, de realidade distinta, organizados em torno de empresas familiares, que se projetaram economicamente no contexto no qual o setor de bens e serviços experimentou o início e a expansão do “supermercadismo” no Brasil, a partir da década de 50. Para tanto, examinamos o contexto político-econômico e ilustramos a ascensão das famílias empresariais por meio da formação de três redes de supermercados: a Paes Mendonça S/A, o Bompreço (ambas da família Paes Mendonça) e o GBarbosa. A pesquisa apontou que o aparecimento de grupos familiares, em ascensão econômica, foi resultante dos seus investimentos no ramo de supermercados, que recebeu incentivos do governo federal, criando uma estrutura que favorecesse seu crescimento, porém, fomos além, ao mostrar o peso do modelo de empresa familiar, uma vez que os principais recursos necessários nessa esfera econômica foram incorporados ao capital familiar, graças aos investimentos dos membros das famílias.

Made available in DSpace on 2016-03-15T19:32:49Z (GMT). No. of bitstreams: 1 Clovis Barbosa.pdf: 1789151 bytes, checksum: 9008dc0e5e6380ca419ea26f9e7d44a0 (MD5) Previous issue date: 2013-12-10 / The balanced scorecard (BSC) has enabled positive results for organizations, as it reveals a tool that assists in managing the strategies and identifies the performance indicators that measure the achievement of goals. Seeking to extend the knowledge on the subject was prepared initially a literature search on the key concepts of the BSC. As a result, we developed a case study aimed to analyze the results obtained in the implementation of the BSC in a family business in the service sector company named ALFA here. The data collection instrument used was a semi-structured interview guide, and the data collected were analyzed using the technique of content analysis. The results obtained from the case study show that the BSC has brought benefits to the company's management as improved internal processes, human capital investment and a clear and comprehensive overview of the strategic objectives with goal setting focused on strategy. With content analysis we identified seven main categories: Determinants for the Implementation of the BSC ALFA; Family of Culture ALFA Influencing the Implementation of BSC, BSC and Strategy Implementation in ALFA; BSC Changing and Improving Management in ALFA, Problems in the implementation of the BSC ALFA; Learning from the implementation of the BSC ALFA and Certainties and Doubts About the implementation of BSC in ALFA, that illustrates the results of the research. The main findings of the research were: the company is actually getting tangible benefits with the implementation of the BSC and its managers achieved an excellent tool to assist them in managing the company. It is understood that the results of the research can be applied directly to other companies such as ALFA family nature, or even for small or medium sized businesses that are planning to deploy the BSC. / O balanced scorecard (BSC) tem possibilitado resultados positivos às organizações, pois se revela uma ferramenta que auxilia no gerenciamento das estratégias e identifica os indicadores de desempenho que medem o alcance das metas. Em busca de ampliar o conhecimento sobre o assunto, foi elaborada, inicialmente, uma pesquisa bibliográfica sobre os principais conceitos do BSC. Na sequência, foi desenvolvido um estudo de caso que objetivou analisar os resultados obtidos na implantação do BSC em uma empresa familiar do setor de serviços aqui denominada empresa ALFA. O instrumento de coleta de dados utilizado foi um roteiro de entrevistas semiestruturado, sendo que os dados coletados foram analisados com a técnica da análise de conteúdo. Os resultados obtidos com o estudo de caso revelam que o BSC trouxe benefícios para a gestão da empresa como: melhorias nos processos internos, investimento em capital humano e uma visão clara e abrangente dos objetivos estratégicos com a definição de metas focadas na estratégia. Com a análise de conteúdo foram identificadas sete categorias principais, que são: Fatores Determinantes para a Implantação do BSC na ALFA; Cultura Familiar da ALFA Influenciando a Implantação do BSC; O BSC e a Implementação da Estratégia na ALFA; BSC Alterando e Melhorando a Gestão na ALFA; Problemas de Implantação do BSC na ALFA; Aprendendo com a Implantação do BSC na ALFA e Certezas e Indagações Sobre a Implantação do BSC na ALFA, que ilustram os resultados da pesquisa. As principais constatações da pesquisa foram: a empresa está de fato obtendo benefícios tangíveis com a implantação do BSC e, seus gestores ganharam uma excelente ferramenta para auxiliá-los na gestão da empresa de natureza familiar. Entende-se que os resultados da pesquisa podem ser de aplicação direta a outras empresas de natureza familiar como a ALFA, ou mesmo, para empresas de pequeno ou médio porte que estejam planejando implantar o BSC.

Made available in DSpace on 2016-03-15T19:32:55Z (GMT). No. of bitstreams: 1 Jefferson Lyra Saltoratoprot.pdf: 506265 bytes, checksum: a5399f904288feb41bede1f155f28d95 (MD5) Previous issue date: 2015-07-31 / Although the theme of corporate governance is recent in the country and in the world, familycontrolled companies, medium and large companies, have adopted its mechanisms, especially the establishment of Boards of Directors or Advisory Councils, given the importance that the governance has taken on in academia and business. In this sense a study was conducted in ceramic companies in the industry of São Paulo, privately held, with the aim of identifying the conditions that drive these companies to implement modern corporate governance structures. Semi-structured interviews were used with questions divided into three groups of factors (assumptions), business, family and corporate. The results of the analysis identified the business factors as the main factor, which encourages firms to implement corporate governance structures, followed by family, and then societal factors. It was possible to identify factors such as professionalism and perpetuity main development indicators recently. / Embora o tema da governança corporativa seja recente no país e no mundo, empresas de controle familiar de médio e grande porte adotaram e vem adotando seus mecanismos, principalmente a implantação de Conselhos de Administração ou Consultivos, haja vista a importância que a governança vem assumindo no ambiente acadêmico e empresarial. Neste sentido foi realizado um estudo em empresas do setor cerâmico do estado de São Paulo, de capital fechado, com o objetivo de identificar as condições que as impulsionam a implantar suas modernas estruturas de governança corporativa. Foram utilizadas entrevistas semiestruturadas com questões divididas em três grupos de fatores (pressupostos), empresariais, familiares e societários. Os resultados das análises identificaram fatores empresariais como principal motivo que leva estas empresas a implementar estruturas de Governança Corporativa, seguido dos fatores familiares e então societários. Foi possível identificar fatores como o profissionalismo e perpetuidade como principais indicadores de evolução nos últimos tempos.

La pérennité de la maison Veuve Clicquot parmi les grands noms du champagne depuis plus de deux siècles n’est pas l’effet du hasard. Elle est le fruit de la résilience d’une entreprise familiale dotée d’une vision inscrite dans la durée, d’un dynamisme entrepreneurial doublé de prudence patrimoniale, attachée à des rapports sociaux de type paternaliste avec son personnel. Entreprise mondialisée depuis son origine, elle a su très tôt combiner le capital, le marché, l’outil de production, le travail, et conserver sa cohérence. De 1900 à 1939 ses conditions de fonctionnement sont profondément modifiées. Si la Belle Epoque offre un environnement de stabilité, bien qu’entamé par la crise du phylloxéra, l’après-guerre se caractérise par les dommages de guerre, les convulsions des prix et des changes, la crise de 1929, les grèves de 1936 et 1937. Cependant l’entreprise parvient à perpétuer sa stratégie d’expansion en harmonie avec le marché haut de gamme du champagne de qualité. La Maison fait face avec succès aux aléas de la conjoncture, et offre une leçon de modernité. Elle adapte ses prix à l’instabilité monétaire, encadre et dynamise son réseau d’agents distributeurs. Elle pratique une politique agressive d’achats de raisins et de vins faits pour faire face à la demande, développe et modernise ses capacités de production. Une politique sociale généreuse fidélise employés et ouvriers. La succession des générations s’organise dans le consensus familial. Une forte profitabilité nourrit l’autofinancement, conforté par les prêts consentis par les associés, et assure à la famille dividendes, intérêts et gains potentiels en capital. Une structure financière saine et équilibrée assure la pérennité de l’entreprise, même aux pires moments. / The permanence of Veuve Clicquot among the most illustrious names of champagne firms for more than two centuries is not a mere accident. It is the outcome of resilience for a family enterprise with a long term vision, business dynamism coupled with precautionary investment, eager to maintain social relationships of a paternalistic kind with its workers.As a global company since its origin, it could early combine capital, market, production tool, labour, and preserve coherence. From 1900 to 1939, its working conditions are deeply altered. While the Belle Epoque period offered a stable environment, although altered by the phylloxera crisis, the post war years are characterized by war damages, convulsions of prices and exchange rates, the 1929 depression, the 1936 and 1937 strikes. However the firm succeeds in perpetuating its growth strategy in conjunction with the top-of-the-range market of high quality champagne.The firm successfully copes with ups and downs of the economic cycle, and teaches a lesson of modernity. It adjusts its selling prices to monetary instability, drives and stimulates its resellers network. It pursues an aggressive buying policy for grapes and wine, in order to meet demand, develops and modernizes its production capacity. A generous social policy retains workers and staff. The succession of generations fosters family consensus. A high profitability fuels self-financing, consolidated through shareholders loans, while providing the family with dividends, interest and potential capital gains. A sound and balanced financial structure secures the future of the company, even at the worst moments.

The development of a transgenerational orientation is one of the most significant challenges that family businesses face and only a small number actually survive across generations. While prior research has focused on the business unit to provide us with a solid understanding of how corporate governance affects business performance and continuity, the role of the business family in the development of a transgenerational orientation has received less attention. To address this gap, this article applies a new systems and social identity theory framework to examine how family governance and business family identity can contribute to strengthening the transgenerational orientation of the business. A transgenerational orientation is defined as a decision premise to maintain the family's control over the business across generations. Using a large data set, findings show that the presence of family governance measures and the business family's identity are positively related to a transgenerational orientation of the business, with business family identity acting as a mediator. Thus, the development of family governance measures can foster communication within the business family and enhance the family members' emotional investment in the business which strengthens the transgenerational orientation in the business. (author's abstract)

家族企業是台商企業普遍的經營型態，隨著近幾年台商第一代創業主接近退休年齡，各個台商家族企業中逐漸掀起一波接班潮，未來能否突破接班的挑戰，是台商家族企業走向永續經營的關鍵。然而，家族企業對各接班規劃關鍵因素的認知，都有可能影響接班的最終成果，因此，本研究以台商家族企業的第一代創辦人及第二代接班人選為對象，分別探討家族企業對傳承與接班、治理、成長、確信性、退場策略、財富管理等六項接班規劃關鍵因素的重要性認知程度及影響力認知程度，以分析台商家族企業對接班相關議題的認知現況，以及重要性和影響力兩者認知的差異。此外，本研究更進一步分析職位、性別、年齡、身份等個人特性，以及產業類別、公司年齡、所在地、員工人數等企業特性對各個接班規劃關鍵因素認知的影響。 本研究以結構性紙本問卷進行調查，採用資料分析方法包含探索性因素分析、信度分析、相關分析、成對樣本T檢定、平均數比較、獨立樣本T檢定、單因子變異數分析等方法進行檢定。研究發現，各個接班規劃關鍵因素認知無論在重要性或影響力上，多數都彼此存在顯著正向相關，且重要性的程度均顯著大於影響力的程度。此外，更進一步發現身份、員工人數、產業類別會對認知的結果產生影響。 / Family business is one of general types of companies in Taiwan. As the first generation entrepreneurs reached the retiring age in recent years, many Taiwanese family businesses gradually tend to prepare for succession planning. Whether those Taiwanese family businesses could go through the challenges of succession in the future will be the key factor of their sustainable operation. However, their perceptions of succession planning related issues could influence the result of succession. With their first-generation founders and second-generation successors as research object, this study explored their perception level of the importance and capability to the key factors of succession planning, including succession and next generation, governance, growth, assurance, exit strategies, and wealth preservation. Then, we could capture the thought of family businesses and figure out the difference between importance and capability of each factors. Besides, this study also analyzed the influence of some individual characteristics（ position, gender, age, and status） and business characteristics（ industrial categories, established year, location, the number of employees）. This study employed a paper-based questionnaire survey with a structured format and tested by explorative factor analysis, reliability analysis, correlation analysis, paired sample t-test, comparison of means, independent-sample t-test, and one-way ANOVA. Through those data analysis, the results showed that almost all factors revealed in the study are significantly positively correlated to each other in the perception level of importance as well as the perception level of capability. And, the perception level of importance is always higher than the perception level of capability. Furthermore, some characteristics, including individual status, industrial categories, and number of employees can significantly influence the result of the perception level.

The aim of this Master´s Thesis is to describe importance and implementation of corporate identity for family business. The theoretical part describes specifics of family business and analyze the components of CI, namely : product, corporate design, culture and communication. Methodological part focuses on market research. In the practical part of this thesis, the process of CI implementation as well as formulation of company´s basic values, needed for its long term functioning, are proposed. Also the new slogan, corporate culture and corporate communication are proposed. Afterwards design manual is executed. This design manual covers following areas : company logo, corporate colors, corporate font, business card template, heading paper template, advertisement materials design. Besides that, the new company webpage is was created. This website will involve the visual of the company as well as will help to improve user interface for customers. In the summary, the steps leading to successful implementation are suggested to the management.

The thesis deals with the phenomenon of "Family business". The first part involves theory aimed at the global importance of family businesses, their specifics, definition, strong and weak sides and potential difficulties. The process of succession and its strategy is described in more detailed way enabling future success of family businesses. The second part shows analyses of Czech family companies. There is a comparison with German family companies which might serve for some improvement of the Czech family entrepreneurs. At the end of this thesis, there are three case studies of three Czech family companies. On the basis of their analysis is provided a recommendation of potential solutions of their problematic areas.