Modelo de gestión para las empresas familiares con perspectivas de crecimiento y sostenibilidad
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Abstract
Menos del 30% de las empresas familiares en el mundo pasan a la segunda generación, la mitad que en otro tipo de empresas. ¿Cómo manejar exitosamente una sucesión? ¿Cómo instaurarpolíticas, reglas y lineamientos? ¿Cómo tener crecimiento, permanencia y continuidad?. Teorías e investigaciones comienzan a surgir alrededor de factores determinantes que podrían afectar a la empresa familiar. Los administradores retoman a la empresa familiar, tratando de comprenderla y de dotarla de herramientas de planeación y dirección para quitar el mito de padres trabajadores, hijos ricos y nietos pobres. El análisis debe hacerse en tres sistemas distintos: familia, empresa y propiedad. Al inicio de la vida de las empresas familiares estos sistemas están mezclados, tarde o temprano serán problemas independientes que evolucionaran cada uno a su manera, e implicaran decisiones por separado. Con este artículo se pretende abordar la dinámica de la empresa familiar y de esta manera poder presentar un modelo de gestión que asegure el crecimiento, permanencia y continuidad de este tipo de empresas. Se realiza en una caracterización teórica de conceptos de gobierno corporativo y órganos de gobierno, protocolo familiar y sucesión empresarial.
Less than the 30% of the family businesses in the world pass to a second generation, this is the half of other type of enterprises. ¿How to manage successfully a succession? ¿How it's possible to instaúrate politics, rules, and guidelines? ¿How to achieve growth, stability and long-term life cycle? Theories and investigations start to merge around the determinant factors that could affect the family enterprise. Business managers retake the family enterprise, trying to understand it and give ít planning and management tools to elimínate the oíd myth of hárd-working fathers, rich sons and poor grandsons. The analysis must be done in three different systems: family, enterprise, and property. When the family enterprise are starting, this three systems are mixed but, soon or later some independent problems will start appearing, which will evolve each one of it, as its in own way and will imply sepárate decisions for each one of them. With this article it is pretended to aboard the dynamic of the family enterprises, and in this way, present a management model that assures growth, stability and long-term life cycle. A theonc characterization it's done; for corporate government and government units, family protocol and business succession.
Less than the 30% of the family businesses in the world pass to a second generation, this is the half of other type of enterprises. ¿How to manage successfully a succession? ¿How it's possible to instaúrate politics, rules, and guidelines? ¿How to achieve growth, stability and long-term life cycle? Theories and investigations start to merge around the determinant factors that could affect the family enterprise. Business managers retake the family enterprise, trying to understand it and give ít planning and management tools to elimínate the oíd myth of hárd-working fathers, rich sons and poor grandsons. The analysis must be done in three different systems: family, enterprise, and property. When the family enterprise are starting, this three systems are mixed but, soon or later some independent problems will start appearing, which will evolve each one of it, as its in own way and will imply sepárate decisions for each one of them. With this article it is pretended to aboard the dynamic of the family enterprises, and in this way, present a management model that assures growth, stability and long-term life cycle. A theonc characterization it's done; for corporate government and government units, family protocol and business succession.
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No. 31