Bakgrund: Behovet av bolagsstyrning är stort för mindre familjeföretag, då det kan hjälpa dem att hantera deras komplexa omvärld. Framförallt är det styrelsen som har en viktig roll när det gäller bolagsstyrning i familjeföretag. Ett aktivt styrelsearbete är viktigt för att de ska kunna stå sig i den ökande globala konkurrensen. En extern styrelseledamot kan bidra till ett aktivt och effektivt styrelsearbete och därmed ge företaget konkurrensfördelar. Det finns dock vissa problem förknippade med tillsättandet av externa styrelseledamöter som kan påverka valet att ta in utomstående i styrelsen. Därmed väcks frågan; vad är det egentligen som påverkar ett litet familjeföretags beslut att tillsätta en extern styrelseledamot? Syfte: Studiens syfte är attförklara varför små familjeägda aktiebolag väljer att tillsätta externa styrelseledamöter. Metod: Studiens syfte har besvarats genom en kvalitativ metod med en deduktiv ansats. Empiriskt material har samlats in genom djupgående intervjuer med representanter för tre små familjeägda aktiebolag, varav två av företagen har tillsatt en extern styrelseledamot medan ett företag inte tillsatt en extern styrelseledamot. Slutsats: Studien visar att tillsättandet av externa styrelseledamöter drivs av behovet av en extern styrelseledamot. Behovet, i sin tur, påverkas av ägarfamiljens komplexitet och företagets komplexitet. Desto större komplexitet, desto större är behovet av externa styrelseledamöter. Har företaget däremot en utvecklad struktur så minskas behovet. En annan slutsats som dragits från studien är att det krävs ett initiativ utifrån för att små familjeföretag ska ta beslut om ett tillsättande av en extern styrelseledamot. Dessutom visar studien att familjeföretag söker att förstärka deras styrelses servande roll, genom att tillsätta externa styrelseledamöter. / Background: The need for corporate governance in small family businesses is large since it helps the companies to handle their complex environment. The board of directors has a prominent role of corporate governance in family businesses, where an active board is important for the businesses in order for them to meet the increasing global competition. An outside director can contribute to a more active and efficient board work and thereby give the business competitive advantages. However, there are some problems associated with the appointment of outside directors that can affect the choice of bringing an outsider to the board. Consequently, raises the question; what really affects the decision to appoint an outside director in a small family business? Purpose: The purpose of this study is to explain why small family owned limited companies choose to appoint outside directors. Method: In order to fulfillthe purpose of the study a qualitative method with a deductive approach hasbeen used. Empirical data was collected trough profound interviews withrepresentatives of three small family businesses, out of which two has outside directors while one business has not appointed an outside director. Conclusion: The study shows that the appointment of outside directors is driven by the need for an outside director. The need is affected by the level of family complexity and business complexity. A high level of complexity equals a large need for outside directors. The need will diminish if the business has a well developed structure. Another conclusion is that it takes initiative from outside the company for them to take a decision to appoint an outside director. Furthermore, the study shows that family businesses want to improve the service role of the board by appointing an outside director.

Ce mémoire a pour objet d’étude le processus de succession dans les entreprises familiales. Pour la collecte de données, nous avons choisi d’utiliser l’entrevue semi-dirigée. Notre corpus d’analyse consiste en une petite entreprise familiale québécoise oeuvrant dans le secteur des services professionnels, qui vit présentement un transfert de la première à la deuxième génération. Au total, nous avons réalisé des entrevues avec cinq personnes : les deux propriétaires-dirigeants actuels qui sont en voie d’être succédés, leur successeure,ainsi que deux employés ayant vécu de près la succession. Nous nous sommes intéressés plus spécifiquement à la dimension communicationnelle du processus de succession, dont nous avons fait la démonstration à l’aide du modèle discursif de l’organisation de Taylor (1993). Cet exercice nous a permis d’observer deux moments clés du processus, soit l’intégration à plein temps du successeur dans l’entreprise, et le moment où le rôle de leader lui est transféré, rejoignant ainsi les conclusions de Longenecker et Schoen (1978). / The object of this research is the succession process in family businesses. The data have been collected using semi-directed interviews. Our sample consists in a small family business from the professional services sector, located in the province of Quebec, that is actually living a generational transition. In all, we did interviews with five persons: the two actual owner-managers that are about to be succeeded, their successor, and two employees that closely lived the succession. We were interested in the communicational dimension of the succession process, which we made the demonstration using the discursive model of organizations from Taylor (1993). Doing so, we observed two key moments of the process: the full-time integration of the successor in the business, and the moment when the leadership role is being transferred to him, tying up with similar findings from Longenecker and Schoen (1978).

Public-to-private (PTP) refers to the strategic action of consciously leaving the stock market. The delisting decision may be made when the benefits of being listed no longer outweigh the costs. The private environment offers multiple benefits firms may be expected to seek post-PTP such as reduced regulations, less quarterly performance pressures and fewer demands on the financial reporting. Such benefits correlate with expected changes made in firms post-PTP. Due to a limited amount of research available upon the topic of PTP, a research gap upon the deliberate changes made post-PTP exists. Family firms differ from non-family firms when making strategic decisions. Therefore, it is expected that the strategic changes made in family firms differ from those in non-family firms. Furthermore, the Continental European context exhibits special characteristics such as high levels of concentrated ownership, characteristics that may be vital for the changes made post-PTP.  The thesis explores deliberate changes made in firms post-PTP, and how these changes might have impacted the delisting decision. This phenomenon is explored within both family and non-family firms in a Swedish context, as a representation of the Continental European market. The research is conducted through a multiple case study. Based on a number of criteria, three case firms are selected as representations of the relevant ownership types within the study. The data collection takes place through eight in-depth interviews with key informants from the selected cases. The results of the data collection are presented through descriptive narratives, supported by secondary data. The data is analysed through within-case and cross-case analysis. The presented data is then further analysed using the literature presented in the frame of reference. Throughout the thesis, a number of changes made post-PTP are presented and discussed, finding great heterogeneity of results among the studied case firms. We find that a strategic delisting decision is mainly connected to firm ownership and financing methods for growth and development. Our findings suggest firms delisting for strategic reasons do not make in-depth changes in the firm post-PTP. Furthermore, we find that there is some connection between the perceived benefits of the private environment and the delisting decision.

Made available in DSpace on 2009-11-18T19:01:35Z (GMT). No. of bitstreams: 1 ACF26F.pdf: 570089 bytes, checksum: 7eb84b2688d7710db4ea623b25948d94 (MD5) Previous issue date: 2007 / This paper aims at boosting a theoretical discussion on family operated companies in the Brazilian milieu. The methodology applied was based on bibliographical and qualitative research. The basic question raised by this study can be summarized as follows: Which factors should be taken into consideration, on the family business management, under a theoretical perspective? The answer to this question led the research to a better understanding of (i) the family corporate governance; (ii) the personal characteristics of the family business manager and his/her management style; (iii) the company's teamwork; (iv) role overlaping; (v) strategic direction and management assessment; (vi) the company's administrative divisions; (vii) and above all the crucial importance of the corporate governance for family businesses. The main results confirm the relevance of corporate governance in the country's big family businesses, and also point to manager's profile, teamwork, role overlaping (relatives & employees) and its conflicts, management departments, family's control and its strategic direction as ingredients of utmost importance. / Este estudo tem como objetivo levantar uma discussão teórica sobre as empresas de controle familiar no contexto brasileiro. Para isso utilizou-se como método a pesquisa bibliográfica, que tem sua base num estudo qualitativo. O problema de pesquisa desta dissertação foi, numa perspectiva teórica, indagar quais características se devem considerar na gestão de uma empresa familiar. Desse modo, buscou-se entender (i) a governança corporativa nas empresas familiares; (ii) as características pessoais do gestor da empresa familiar e a forma de gerenciar as empresas; (iii) o trabalho em equipe nessas organizações; (iv) a superposição de papéis; (v) a direção estratégica e a avaliação de gestão; (vi) os órgãos de administração da empresa, e, principalmente, (vii) a importância da governança corporativa para as empresas familiares. Os principais resultados apontam para a importância da governança corporativa nas mais destacadas empresas de controle familiar no país, para as características dos gestores das empresas familiares, para o trabalho em equipe e a superposição de papéis - ao mesmo tempo em que os indivíduos são parentes, são funcionários-, para os conflitos e tensões gerados nessas relações, para os órgãos da administração e o controle familiar e também para a direção estratégica nesse tipo de empresas.

Submitted by Karen Matesco (karenmatesco@terra.com.br) on 2014-10-08T14:14:13Z No. of bitstreams: 1 dissertacao_mex_versao_final_completa.pdf: 2774214 bytes, checksum: c0284120cc4043a19c530fd6ad467cc5 (MD5) / Rejected by Janete de Oliveira Feitosa (janete.feitosa@fgv.br), reason: Prezada aluna, solicito refazer a submissão digital deixando o campo "EMBARGO" desbloqueado. As Dissertações da FGV devem estar acessível ao público em geral. Aguardo seu contato informando sobre a nova submissão. Cordialmente, Janete on 2014-10-14T18:49:10Z (GMT) / Submitted by Karen Matesco (karenmatesco@terra.com.br) on 2014-10-14T20:34:16Z No. of bitstreams: 1 dissertacao_mex_versao_final_completa.pdf: 2774214 bytes, checksum: c0284120cc4043a19c530fd6ad467cc5 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2014-10-23T18:23:54Z (GMT) No. of bitstreams: 1 dissertacao_mex_versao_final_completa.pdf: 2774214 bytes, checksum: c0284120cc4043a19c530fd6ad467cc5 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2014-10-29T18:11:04Z (GMT) No. of bitstreams: 1 dissertacao_mex_versao_final_completa.pdf: 2774214 bytes, checksum: c0284120cc4043a19c530fd6ad467cc5 (MD5) / Made available in DSpace on 2014-10-29T18:11:36Z (GMT). No. of bitstreams: 1 dissertacao_mex_versao_final_completa.pdf: 2774214 bytes, checksum: c0284120cc4043a19c530fd6ad467cc5 (MD5) Previous issue date: 2014-08-26 / This research intends to study the family succession issues, what is normally considered the worst moment In the lives of family business Since companies strength’s in family ones are related to founder personal aspects, when he or she is left the company, many times, fails. Sometimes the family succession occurs at the same time of professionalizing need issues. To face these challenging moments, Corporate Governance is presented as a possible framework and will be study in this paper. / A presente pesquisa aborda a problemática enfrentada pelas organizações familiares quando enfrentam processos sucessórios. O estudo apresenta que muito embora tenham experimentado uma vida pregressa de êxito empresarial, quando essas organizações estão diante do processo sucessório, se veem diante de seu momento mais crítico. Isso porque o sucesso desse tipo de organização é normalmente atribuído à existência de traços pessoais do fundador. Em muitas empresas familiares, como a do caso estudado, o processo de sucessão ocorre ainda em um momento de mudanças do cenário, em que, mais do que somente substituir o fundador, é preciso pensar em uma nova organização. O trabalho foi desenvolvido pelo método de estudo de caso e teve como objetivo refletir sobre a possível aplicação dos conceitos de governança corporativa como meio de enfrentar tanto a sucessão quanto a pressão pelo estabelecimento de uma nova organização.

Submitted by Philipp Hannemann (philipp.hannemann@gmail.com) on 2015-01-19T15:55:50Z No. of bitstreams: 1 Master Thesis - Philipp Hannemann_vFINAL_incl.Commentarios.pdf: 2047046 bytes, checksum: 0e35de81ef42582161dd7c300ac80e82 (MD5) / Approved for entry into archive by Luana Rodrigues (luana.rodrigues@fgv.br) on 2015-01-19T16:35:02Z (GMT) No. of bitstreams: 1 Master Thesis - Philipp Hannemann_vFINAL_incl.Commentarios.pdf: 2047046 bytes, checksum: 0e35de81ef42582161dd7c300ac80e82 (MD5) / Made available in DSpace on 2015-01-20T12:39:18Z (GMT). No. of bitstreams: 1 Master Thesis - Philipp Hannemann_vFINAL_incl.Commentarios.pdf: 2047046 bytes, checksum: 0e35de81ef42582161dd7c300ac80e82 (MD5) Previous issue date: 2014-12-19 / The objective of this study is to better understand and illustrate the process and the motivations for corporate governance implementation in Brazilian privately held family businesses. Three case companies were analyzed through an adapted developmental framework to illustrate the progression in corporate governance in response to changes in the ownership, investment and management dimensions over time. In this development, causal relationships between corporate governance and the three other framework dimensions were identified. It was found that the analyzed companies´ corporate governance implementation was motivated by the need to curb agency costs, whereas a cornerstone in this development was the first generational change. Only after the family businesses have reached the necessary maturity on all three dimensions, corporate governance practices were implemented. Put simply, the analyzed case companies developed formal systems as they grew more complex. This study complements the academic discussions on corporate governance in family businesses by offering Brazilian evidence on its underlying motivations and sequential implementation over time. / O objetivo deste estudo é entender melhor e ilustrar o processo e as motivações para a implementação de governança corporativa em empresas familiares brasileiras de capital fechado. Três empresas de caso foram analisadas através de um framework de desenvolvimento adaptado para ilustrar a evolução da governança corporativa em resposta a alterações nas dimensões de propriedade, investimento e gestão ao longo do tempo. Neste desenvolvimento foram identificadas relações causais entre a governança e as outras três dimensões do framework. Verificou-se que a implementação de governança corporativa nas empresas analisadas foi motivada pela necessidade de reduzir os custos de agência, e uma pedra angular neste desenvolvimento foi a primeira sucessão geracional. Simplificando, as empresas estudadas adotaram sistemas formais mais complexos assim que cresceram. Somente após as empresas terem atingido a maturidade necessária em todas as três dimensões foram implementadas práticas de governança. Este estudo complementa a discussão acadêmica sobre governança corporativa em empresas familiares, oferecendo evidência brasileira sobre suas motivações subjacentes e a execução sequencial ao longo do tempo.

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior / Understanding enterprise and performing actions to achieve the desired goals is to unravel the rules, customs, habits, social rules, dreams, emotions and meanings that constitute it. It is to recognize that economic rationality is intertwined with subjectivity, ultimately. It is to understand the individuals and the relationships they build their organizational culture. Interpreting the culture of an organization is to recognize the ambiguities arising from experiences that are unique to each individual who composes it and cannot be given a concept that refers only to homogeneity. The culture is heterogeneous, composed simultaneously by consensus, clarity and consistency of events. It is formed by the differences, making subcultures and it is ambiguous in that consensus, clarity and consistency exist in certain circumstances, being ephemeral.In a family business functions and activities of the company are fostered by relatives. The enterprise starts the process of growth and there are multiple challenging and limiting factors to their continuity, allowing or not that the business can persist over generations and by time developing activities toward the future and achieving long-term success. Organizational culture may be indicated as a factor taxpayer of the continuity of family businesses, emerging from the need to understand which would be the events in those companies that interfere in its perpetuity. Therefore, the aim of this study is to answer as the cultural events, from the standpoint of integration, differentiation and fragmentation of a family organization at Uberlandia, act limiting and/or enabling its continuity? The study has a qualitative approach and it is descriptive. The method of procedure used was based in ethnography. The case study was used as a strategy to reach the proposed objective. As regards to techniques for data collection were used non-participant observation, participant observation and search for documents focusing on five categories: How Things Work, The jokes that people make; Adequacy of Physical Structure and Equipment, Remuneration Policy and Relationships Among Pairs and Other Groups. For data interpretation, a content analysis and discourse analysis were performed. The choice of object was caused by information that characterized the enterprise declaredly a family organization. It was noted that the marked influence of organizational culture in the universe of these enterprises as well as revealed characteristics associated with cultural events which unveiled topics allowing the enrichment of literature and contributing to studies on family businesses. The presence of an organizational culture from the perspective of integration, differentiation and comminution could be verified. At the same time the culture had demonstrations that can enable its continuity. Other events that go against them, limiting perpetuity, were found. Or due to interweaving of family and business, that permeates the culture of the organization, constantly linking the two institutions, there is the presence of events, which limit both its continuity as possible, simultaneously. It was noted that relative influence not only is one of these enterprises but also is essential, directing and motivating the harmony of the organizational system / Compreender uma empresa e executar ações para alcançar os objetivos desejados, é desvendar as normas, costumes, hábitos, regras sociais, sonhos, emoções e significados que a constituem; é reconhecer que a racionalidade econômica se entretece com a subjetividade; enfim, é entender os indivíduos e as relações que constroem a sua Cultura Organizacional. Interpretar a cultura de uma organização é reconhecer as ambiguidades resultantes das experiências que são próprias a cada indivíduo que a compõe, não podendo assim, ser-lhe atribuída uma noção que remete apenas à homogeneidade. A cultura é heterogênea, composta simultaneamente pelo consenso, claridade e consistência das manifestações; é formada pelas diferenças, compondo subculturas; e é ambígua, em que o consenso, a clareza e a consistência existem em determinadas circunstâncias, sendo efêmeros. No negócio de família as funções e atividades da empresa estão amparadas pelos familiares. A empresa inicia o processo de crescimento e surgem múltiplos fatores, instigantes e limitantes de sua continuidade, permitindo, ou não, que o negócio possa se perpetuar por gerações e pelo tempo desenvolvendo as atividades em direção ao futuro e obtendo sucesso em longo prazo. A cultura organizacional pode ser apontada como fator contribuinte da continuidade das empresas familiares, emergindo a necessidade de compreender quais seriam, então, as manifestações imbricadas nessas empresas que interferem em sua perpetuidade. Assim, a proposta deste trabalho é responder como as manifestações culturais, sob a perspectiva da integração, diferenciação e fragmentação, de uma organização familiar de Uberlândia, atuam limitando e/ou possibilitando à sua continuidade? O estudo possui abordagem qualitativa e é descritivo. O método de procedimento utilizado buscou aporte na etnografia. O estudo de caso foi utilizado como uma estratégia para alcançar o objetivo proposto. No que se refere às técnicas para coleta de dados foram utilizadas a observação não participante; observação participante e; pesquisa de documentos, centradas em cinco categorias: Como as Coisas Funcionam; As Brincadeiras e Piadas que as Pessoas Fazem; Adequação da Estrutura Física e Equipamentos; Política de Remuneração; e Relacionamento Entre os Pares e Outros Grupos. Para interpretação dos dados, foi realizada a análise de conteúdo e análise de discurso. A escolha do objeto se deveu por informações que caracterizavam a empresa, declaradamente, uma organização familiar. Foi constatada a influência marcante da cultura organizacional no universo dessas empresas, bem como reveladas características associadas as manifestações culturais, que desvendaram temas, possibilitando o enriquecimento da literatura e contribuindo com os estudos sobre empresas familiares. Pôde ser verificada a presença de uma cultura organizacional sob a perspectiva da integração, diferenciação e fragmentação. Ao mesmo tempo em que a cultura apresentou manifestações que podem possibilitar sua continuidade, foram encontradas outras manifestações, que vão de encontro destas, limitando a perpetuidade. Ou ainda, devido ao entretecimento entre família e empresa, que perpassa pela cultura da organização, estar constantemente associando ambas as instituições, há a presença de manifestações, tanto que limitam como possibilitam sua continuidade, simultaneamente. Pôde ser verificado que a influência familiar não só faz parte dessas empresas, como também são imprescindíveis, direcionando e motivando a harmonia do sistema organizacional. / Mestre em Administração

Background: During the last decade or so the century old bespoke tailors on Savile Row have become the epitome of luxury brands as far as menswear is concerned. At the same time, the different establishments on Savile Row have started to modernise themselves through various means to better fit into today’s fast paced retail-market. Aims of the research: The purpose of this research is to discover what factors have played part in keeping the founders of Savile Row, Henry Poole & Co., modern and relevant throughout the years. Methods: This research was conducted as a qualitative single case, case study. The data was gathered through semi-structured interviews with upper management and other available published sources and then analysed with the help of former research in relevant areas. Results: It was found that the brand of Henry Poole & Co. stayed true to their origins as a bespoke tailor and that modernising is something that has not been forced upon the company and brand but should more be seen as a continuous process where each new generation bring something new to the company. The company had adapted modern ways of communication such as social media and a responsive website and also incorporated step down line extensions, where they sell ready-to-wear and made-to-measure garments in China and Japan. This is a way to develop their brand into other segments but they still kept their original brand vision intact as being a pure bespoke tailor located on Savile Row and kept their different business operations on a distance. Contributions: This thesis has opened up doors to an area that has not had much interest from the academic world. It hopefully gives way for new research ideas, but it has also highlighted management tools and best practices that has contributed to the success of a more than two century old company.

From studies of Collins and Porras (1995) which show that visionary businesses possess a fundamental central ideology for its perpetuation, the main objective of this work was to analyze the practices of human development and communication of a visionary business, in order to identify cultural elements used to strengthen the central ideology. Thus, the following specific objectives were determined: to examine basic values responsible for the permanent character of the organization in analysis, to verify how values are institutionalized, to investigate the communication system and to analyze the practices of human development of the business. The method adopted was a case study, applied at Expresso Medianeira, a family business, in a collective transport segment, located in Santa Maria, Rio Grande do Sul. With the employment of interviews, document analysis and non-participant observation; it was possible to evidence that the cultural elements permeate the day-to-day of the organization. The heroes, rites, rituals, ceremonies and stories are symbolic dimensions which strengthen the values declared by the business and lived by its members. These cultural elements manifest through the practices of communication and human development which are strategically utilized by Expresso Medianeira, such as events, processes of socialization, performance evaluation, and reward and penalty. / A partir dos estudos de Collins e Porras (1995) que mostram que as empresas visionárias possuem uma ideologia central fundamental para sua perpetuação, essa pesquisa buscou analisar as práticas de desenvolvimento humano e de comunicação de uma empresa visionária, a fim de identificar que elementos culturais são utilizados para reforçar sua ideologia central. Para tanto, foram traçados os seguintes objetivos específicos: examinar os valores básicos responsáveis pelo caráter permanente da empresa em análise, verificar como os valores são institucionalizados, investigar o sistema de comunicação e analisar as práticas de desenvolvimento humano adotadas. O método adotado foi o estudo de caso, aplicado na Expresso Medianeira, uma empresa familiar, do ramo de transporte coletivo urbano, localizada em Santa Maria, Rio Grande do Sul. Com o emprego de entrevistas, análise de documentos e observação não participante foi possível constatar que os elementos culturais permeiam o dia-a-dia da organização. Os heróis, ritos, rituais, cerimônias e estórias são dimensões simbólicas que reforçam os valores declarados pela empresa e vivenciados pelos seus membros. Esses elementos culturais se manifestam através das práticas de comunicação e de desenvolvimento humano que são estrategicamente utilizadas pela Expresso Medianeira, como os eventos, os processos de socialização, de avaliação de desempenho e de recompensas e punições.

營建業為國內重要的民生工業，同時也是影響國家經濟發展與競爭力的重要指標之一。由於營建業易受外部政治和經濟環境等因素影響且高度依賴財務槓桿操作，經營風險較高使營建業公司治理機制成為提高營運績效及永續發展的關鍵因素。而台灣家族企業比例高，其中又以製造業及營建業比例高於其他產業。因此，本研究亦加入家族特性來討論公司治理結構對公司績效的影響。而過去國內營建業相關文獻多以傳統會計指標作為績效衡量標準，本文採用附加經濟價值(Economic Value Added , EVA)作為公司績效衡量指標，並以董事會結構、所有權結構以及經營團隊等三個面向作為公司治理機制變數之衡量。 本研究得到實證結果如下，第一，營建業存在董事規模小，獨立董事比例低以及控制股東持股比例高的特性，使得公司董事會過於封閉、經營團隊獨立性低且缺乏外部獨立性制衡。第二，營建業家族企業公司績效劣於非家族企業公司績效，顯示良好的公司治理機制對於家族企業的永續發展更加重要。第三、相對於非家族企業，家族企業會強化董事會規模、獨立董事比例及監察人比例與公司績效之間的正向關係。而無論是家族或是非家族企業，董事長兼任總經理皆對公司績效帶來負面影響。第四、營建業家族企業當家族成員涉入管理階層比例高，由於個人利益與家族利益關係密切，使家族成員涉入經營團隊時，透過凝聚力與相同目標可以增加決策效率，並以極大化公司價值為目標，有助於公司績效的提升。最後，營建業家族持股比例越高，家族利益與公司利益緊密性越高，對於公司績效有正向的影響，而家族董事控制席次增加，加深負面影響。 / Construction industry is not only an important major household industry but an indicator of economic development and competitiveness. The external political and economic environment and highly financial leverage affect the construction industry. The impact of corporate governance on performance becomes a key issue to improve the operational performance of construction industry. While the proportion of family business in manufacturing and construction industry is higher than other industries. Therefore, family characteristics are also added to discuss the impact of corporate governance on performance. In this paper, the economic value added (EVA) is used as the measure of corporate performance, and the board structure, ownership structure and management team is used as measures of corporate governance variables. The study shows following results. First, the construction industry has three characteristics, small board size, low proportion of independence directors and high ownership concentration. Second, in the construction industry, non-family business enjoy better performance than family firms do. Third, Family business will strengthen the positive impact of board size, the proportion of independent directors and supervisors on performance. Forth, in the construction industry, family shareholder in the management team is found to be beneficial to performance. And a positive relationship exists between ownership and performance. While increase the number of directors from the family members will increase the negative impact on corporate performance.