Fenômeno da governança corporativa : um estudo de caso em uma pequena empresa familiar capixaba
| Ano de defesa: | 2015 |
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| Autor(a) principal: | |
| Orientador(a): | |
| Banca de defesa: | |
| Tipo de documento: | Dissertação |
| Tipo de acesso: | Acesso aberto |
| Idioma: | por |
| Instituição de defesa: |
Universidade Federal do Espírito Santo
BR Mestrado em Ciências Contábeis Centro de Ciências Jurídicas e Econômicas UFES Programa de Pós-Graduação em Ciências Contábeis |
| Programa de Pós-Graduação: |
Não Informado pela instituição
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| Departamento: |
Não Informado pela instituição
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| País: |
Não Informado pela instituição
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| Palavras-chave em Português: | |
| Link de acesso: | http://repositorio.ufes.br/handle/10/1491 |
Resumo: | This study aims to understand how corporate governance mechanisms interfere in running a small family business. For this, it was adopted Hart’s perspective (1995), which discusses corporate governance, and Leone’s (2005) for family businesses. To achieve this goal it was adopted, in relation to the conduct of research, a qualitative approach through the case study method. The triangulation was used as data collection instrument by means of desk research, systematic observation and semi-structured interviews. The data analysis was performed through content analysis. As theoretical contribution, this study extends the Model Four Circles through the Context and Values System with the introduction of formal and informal owners, generating the Model of Five Circles. The presence of corporate governance was identified through the differentiation and the establishment of eleven governance mechanisms factors that led to changes in the control of the company in the succession process, professionalization and fund-raising. The found mechanisms were designated as: “holding company”; “fraternal respect”; “personal projects”; “management fees of family managers”; “absence of remuneration of non-family managers”; “professional advice”; “accountability”; “protection of the family business”; “alignment of interests in the management”; “duties and responsibilities”; and “attention to the interests of stakeholders”. Such mechanisms have no chronological order, since the fraternal respect and personal projects existed before the creation of the family business. As for control there is the accountability mechanism which enabled a link between the family and the enterprise; it allowed clarity, transparency, equality of all the brothers, reducing the information asymmetry; it facilitated an open and honest communication between all owners, conveying a sense of security and predictability; it helped to eliminate and/or minimize conflicts between the owners (formal and informal). As for the succession, the mechanisms of protection the family business, the professional advice and the fraternal respect are enabling the planning of the succession process in the company; facilitated communication among family members, reduced the information asymmetry; carried out the maintenance and administration of movable properties of the business family. As for the professional training, the mechanisms protecting the business family and fraternal respect enabled the participation of all members to decide on the professionalization of the company. Regarding fund-raising, the duties and responsibilities mechanisms and attention to the interests of stakeholders allowed the company throughout its life cycle to seek financial resources without difficulty, generating higher investment, growth and job creation |