Implementação de governança familiar em uma empresa de transportes do interior de São Paulo

Abstract

Family business has significant mortality rates, with the founder's succession process crucial for their survival. Unlike public companies, succession in family business involves changes in the family, property and business dimensions. The use of governance mechanisms in this process is useful to help in separating the roles of each individual and formalizing discussion forums for each dimension. However, due to limited resources, it is often necessary to prioritize the implementation of some mechanisms. Given this context, the objective of this work was to understand the importance of each family governance mechanism in the succession process. A case study was carried out in a transport company that implemented three of the four main mechanisms of family governance cited in the literature. Through interviews, consultation of documents and observation of a meeting of the board of directors, it was evaluated the perception of importance of partners, family and employees about each family governance mechanism. Top management and board of directors have been identified as the most important mechanisms, while shareholders meeting and family council become relevant in specific situations and groups. Therefore, it is recommended to prioritize the implementation of top management and board of directors in relation to other mechanisms of family governance.