Empresas familiares e os processos sucessórios: compreendendo a dinâmica das transições
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Data
2018-09-12
Autores
Rezende Barbosa, Katia Cristina de
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Universidade Estadual Paulista (Unesp)
Resumo
Mais de 90% das empresas no Brasil são familiares, o que representa em média 75% da força de trabalho nacional. No entanto, de cada cem empreendimentos familiares abertos, somente trinta, em média, costumam sobreviver após o primeiro processo sucessório e apenas cinco alcançam a terceira geração. Embora a área de estudos sobre planejamentos de processos sucessórios esteja se expandindo no Brasil, grande parte das pesquisas ainda se restringe ao campo da Administração e dos Estudos Organizacionais. Nesse sentido, o objetivo geral deste trabalho é compreender as empresas familiares e como ocorrem os processos sucessórios, a partir das contribuições do campo da Psicologia. A partir de metodologia teórico-descritiva, optamos pela abordagem qualitativa de estudos de casos naturalísticos, cujo foco é partir do singular para o plural. Ao adotar um plano aberto e flexível, essa abordagem possibilita a interpretação de dados em razão dos contextos observados e nos permite colocar problematizações que se aplicam a outros cenários. Após extensa pesquisa bibliográfica e nos servindo de uma variedade de fontes de informações, selecionamos duas empresas com perfis distintos, que nos permitiram explorar as diferentes faces dos processos de sucessão em organizações familiares. Concluímos que o sucesso de uma transição passa pela força que possui a família para a concretização de um desejo coletivamente construído. Pensar a sucessão priorizando a óptica da Psicologia, portanto, implica dar destaque a figuras comumente ocultadas pela ortodoxia da governança corporativa. E esse trabalho envolve um esforço e compromisso em tornar, antes de tudo, as relações familiares mais flexíveis. Somente assim acreditamos ser possível alcançar resultados exitosos e plenos no âmbito das transições familiares. Ao Psicólogo, cabe trabalhar para que família e empresa se organizem em prol de uma unicidade grupal, com o reconhecimento de suas diferenças e semelhanças. É por isso que, diferentemente de abordagens mais pragmáticas e instrumentalistas, na escuta psicológica se prioriza a compreensão de fenômenos relacionados ao convívio familiar, aos padrões comportamentais diante do enfrentamento de problemas, às estruturas de poder e de influência, aos laços de identificação, de idealização, bem como à partilha dos obstáculos e dificuldades encontradas. Assim, é possível construir estratégias conjuntas para nutrir a coesão, o comprometimento e sensações de pertencimento no núcleo das famílias. Além disso, compete também ao Psicólogo o trabalho de preservação e resgate das raízes e tradições familiares, ao mesmo tempo em que se abrem espaços para a criação de comportamentos e estruturas decisórias mais flexíveis, que sejam capazes de se reinventar e se adaptar às novas demandas do mercado. O histórico e a coesão familiar, nesse sentido, assentam-se como quadros de referências essenciais para as condutas das gerações futuras e para a perpetuação dos vínculos familiares.
More than 90% of companies in Brazil are family businesses, representing an average of 75% of the national workforce. However, out of every hundred family ventures started, only thirty usually survive after the first succession process and only five reach the third generation. Although the area of study on succession process planning is expanding in Brazil, much of the research is still restricted to the field of Administration and Organizational Studies. In this sense, the general objective of this work is to understand family businesses and how succession processes occur, based on contributions from the field of Psychology. From a theoretical-descriptive methodology, we have opted for the qualitative approach of naturalistic case studies, whose focus is to start from the singular to the plural. By adopting an open and flexible plan, this approach allows the interpretation of data due to the observed contexts and permits us to use problematizations which apply to other scenarios. After extensive bibliographic research and the use of a variety of sources of information, we selected two companies with distinct profiles which allowed us to explore the different facets of succession processes in family organizations. We concluded that the success of a transition passes through the strength the family has to the realization of a collectively constructed desire. To think of succession prioritizing the Psychology optics, therefore, implies highlighting figures commonly hidden by the orthodoxy of corporate governance. This work involves effort and commitment, first and foremost, to make family relationships more solid. Only then do we believe it is possible to achieve successful and full results in the context of family transitions. It is up to the psychologist to work in a way that family and company get organized in favor of a group unity, with the recognition of their differences and similarities. That is why, unlike more pragmatic and instrumentalist approaches, in the psychological listening it is prioritized the understanding of phenomena related to family life, to behavioral patterns in the face of problems, to structures of power and influence, to identification and idealization bonds, as well as to the sharing of obstacles and difficulties encountered. Thus, it is possible to build joint strategies to nurture cohesion, commitment and sense of belonging in the families’ nucleus. Additionally, it is also up to the psychologist the work of preservation and rescue of family roots and traditions while at the same time there is room for more flexible behaviors and decision-making structures capable of reinventing and adapting to new market demands. Family history and cohesion, in this sense, are formed as essential reference frameworks for the conduct of future generations and for the perpetuation of family ties.
More than 90% of companies in Brazil are family businesses, representing an average of 75% of the national workforce. However, out of every hundred family ventures started, only thirty usually survive after the first succession process and only five reach the third generation. Although the area of study on succession process planning is expanding in Brazil, much of the research is still restricted to the field of Administration and Organizational Studies. In this sense, the general objective of this work is to understand family businesses and how succession processes occur, based on contributions from the field of Psychology. From a theoretical-descriptive methodology, we have opted for the qualitative approach of naturalistic case studies, whose focus is to start from the singular to the plural. By adopting an open and flexible plan, this approach allows the interpretation of data due to the observed contexts and permits us to use problematizations which apply to other scenarios. After extensive bibliographic research and the use of a variety of sources of information, we selected two companies with distinct profiles which allowed us to explore the different facets of succession processes in family organizations. We concluded that the success of a transition passes through the strength the family has to the realization of a collectively constructed desire. To think of succession prioritizing the Psychology optics, therefore, implies highlighting figures commonly hidden by the orthodoxy of corporate governance. This work involves effort and commitment, first and foremost, to make family relationships more solid. Only then do we believe it is possible to achieve successful and full results in the context of family transitions. It is up to the psychologist to work in a way that family and company get organized in favor of a group unity, with the recognition of their differences and similarities. That is why, unlike more pragmatic and instrumentalist approaches, in the psychological listening it is prioritized the understanding of phenomena related to family life, to behavioral patterns in the face of problems, to structures of power and influence, to identification and idealization bonds, as well as to the sharing of obstacles and difficulties encountered. Thus, it is possible to build joint strategies to nurture cohesion, commitment and sense of belonging in the families’ nucleus. Additionally, it is also up to the psychologist the work of preservation and rescue of family roots and traditions while at the same time there is room for more flexible behaviors and decision-making structures capable of reinventing and adapting to new market demands. Family history and cohesion, in this sense, are formed as essential reference frameworks for the conduct of future generations and for the perpetuation of family ties.
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governança, sucessão, empresa familiar