Business strategy |
Conservative or Entrepreneurial |
1.Environmental uncertainty 2. Information systems. 3. Structure. 4. Differentiation. 5. Product innovation. |
Utterback and Abernathy (1975)UTTERBACK, J. M.; ABERNATHY, W. J. A dynamic model of process and product innovation. Omega, v. 3, n. 6, p. 639-56, 1975.; Porter (1980)PORTER, M. E. Competitive strategy. New York: Free Press, 1980.; Friesen and Miller (1982); Covin (1991)COVIN, J. G. Entrepreneurial versus conservative firms: A comparison of strategies and performance. Journal of Management Studies, v. 28, n. 5, p. 439-62, 1991.; Naman and Slevin (1993)NAMAN, J. L.; SLEVIN, D. P. Entrepreneurship and the concept of fit: a model and empirical tests. Strategic Management Journal, v. 14, n. 2, p. 137-53, 1993.; Lumpkin and Dess (1996)LUMPKIN, G. T.; DESS, G. G. Clarifying the entrepreneurial orientation construct and linking it to performance. Academyofmanagement Review, v. 21, n. 1, p. 135-72, 1996.; OECD (2005)ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT. Oslo manual: Guidelines for collecting and interpreting innovation data. European Commission: OECD Publishing, 2005.; Almeida, Machado and Panhoca (2012); Acquaah (2013)ACQUAAH, M. Management control systems, business strategy and performance: A comparative analysis of family and non-family businesses in a transition economy in sub-Saharan Africa. Journal of Family Business Strategy, v. 4, n. 2, p. 131-46, 2013.; Melo and Leone (2015)MELO, M. A.; LEONE, R. J. G. Alinhamento entre as Estratégias Competitivas e a Gestão de Custos: Um Estudo em Pequenas Empresas Industriais do Setor de Transformação. Brazilian Business Review, v. 12, n. 5, p. 83-104, 2015.
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Organizational performance |
financial and non-financial indicators |
ROA, ROE, EBITDA and Sales; Number of Employees (2011 to 2013); % Income towards product innovation; % Income towards new processes; hours of training (2011 to 2013). |
Davila (2000)DAVILA, A. An empirical study on the drivers of management control systems' design in new product development. Accounting, Organizations and Society, n. 25, p. 383-409, 2000.; Villalonga and Amit (2006)VILLALONGA, B.; AMIT, R. How do family ownership, control and management affect firm value? Journal of Financial Economics, v. 80, n. 2, p. 385-417, 2006.; Anthony and Govindarajan (2002); Craig and Dibrel (2006)CRAIG, J.; DIBRELL, C. The natural environment, innovation, and firm performance: A comparative study. Family Business Review, v. 19, n. 4, p. 275-88, 2006.; Silveira and Oliveira (2013)SILVEIRA, J. D. C. A.; OLIVEIRA, M. A. Inovação e desempenho organizacional: um estudo com empresas brasileiras inovadoras. Sociedade, Contabilidade e Gestão, v. 8, n. 2, p. 64-88, 2013.; Assaf Neto (2014)ASSAF NETO, A. Finanças corporativas e valor. 7.ed. São Paulo: Atlas, 2014.. |
Management model |
Ownership axis |
Controlling owner. Corporation among brothers.Cousins' consortium. |
Gersick et al. (1997)GERSICK, K. E. et al. De geração para geração: ciclos de vida das empresas familiares. São Paulo: Negócio, 1997.; Andres (2008)ANDRES, C. Large shareholders and firm performance - an empirical examination of founding-family ownership. Journal of Corporate Finance, v. 14, n. 4, p. 431-45, 2008., Lindow, Stubner and Wullf (2010)LINDOW, C. M.; STUBNER, S.; WULF, T. Strategic fit within family firms: The role of family influence and the effect on performance. Journal of Family Business Strategy, v. 1, n. 3, p. 167-78, 2010.; Kowalewski, Talavera and Stetsyuk (2010)KOWALEWSKI, O.; TALAVERA, O.; STETSYUK, I. Influence of family involvement in management and ownership on firm performance: evidence from Poland. Family Business Review, v. 23, n.1, p. 45-59, 2010.; Kellermanns et al. (2012)KELLERMANNS, F.W. et al. Innovativeness in family firms: A family influence perspective. Small Business Economics, v. 38, n. 1, p. 85-101, 2012.; Lindow (2013)LINDOW, C. A Strategic Fit Perspective on Family Firm Performance. Deutsche: Springer Gabler, 2013.. |
Family axis |
Young family business. Entry in the company. Joint work. Passing of the baton. |
Management/business axis |
Beginning. |
Expansion/formalization. Maturity. |