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Planejamento estratégico de sucessão em empresas familiares

Strategic succession planning in family businesses

Vivian Maria da Cunha Dantas
Jeniffer de Nadae
Rebeca da Rocha Grangeiro

This article aims to analyze the strategic succession planning of three family businesses located in theCariri cearense region. The methodological procedures were designed based on case study that was constructed using interviewees, questionnaire based on the authors Crasto (2012) and Ferreira (2015). According to the data obtained, the period in which companies are in the three-dimensional proposed by Gersick (1997) model was analyzed. Analyzing the phase that the companies are in according to the three-dimensional model, which includes the company, property and family axes, the respondents considered that in relation to the company´s axis, all fit in the âexpansion/ formalizationâ phase. In the property axis, they are in the âcontrolling ownerâ phase and finally in the family axis, companies consider themselves in the âjoint workâ stage. After analyzing the strategies used by family businesses for their succession, it was realized that they do not have a well-defined strategic succession planning, but it is common for all of them to believe that the successor must come from family@en

Este artigo tem por finalidade analisar o planejamento estratégico de sucessão de três empresas familiares situadas na região do Cariri cearense. Os procedimentos metodológicos foram delineados a partir de um estudo de caso que foi construído por meio de entrevistas e um questionário adaptado nos autores Crasto (2012) e Ferreira (2015). Com base nos dados obtidos, foi analisado o período em que as empresas se encontram no modelo tridimensional proposto por Gersick (1997). Analisando a fase que as empresas estão, de acordo com o modelo tridimensional, que contempla os eixos “empresa”, “propriedade” e “família”, os respondentes, consideraram que em relação ao eixo “empresa”, todos se encaixam na fase de “expansão/formalização”. No eixo da propriedade, estão na fase “proprietário controlador” e finalmente no eixo da família as empresas se consideram no estágio “trabalho conjunto”. Após analisar as estratégias utilizadas pelas empresas familiares para sua sucessão, percebeu-se que as mesmas não possuem um planejamento estratégico de sucessão bem definido, mas é comum a todas acreditarem que o sucessor deve ser da família@pt

. Strategic succession planning in family businesses planejamento estratégico de sucessão em empresas familiares. Revista folha de rosto, [????].

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