Share This Article:

Perspectives about Living and Aging for the Manager of a Familiar Company

Abstract Full-Text HTML XML Download Download as PDF (Size:970KB) PP. 168-176
DOI: 10.4236/psych.2015.62016    3,299 Downloads   3,704 Views  

ABSTRACT

In this study, we seek to reveal the perspectives, motivations and challenges of the managers of familiar company regarding succession. The sample consisted of six participants chosen by convenience and divided into two groups: entrepreneur managers with successors and without successors. The data analysis is the analysis of the participants’ narratives. The results indicate that there are differences in the process of perceiving aging by the managers with and without successors. The entrance of the descendants in the management of the company transforms the activities of the patriarchs. The choice of getting away from the professional activities and passing the “baton” to the successor is related to becoming ill. Management problems interfere in the subject’s life that cannot see leisure possibilities. It was observed that living and aging to these subjects is associated to maintaining the quality in family ties.

Conflicts of Interest

The authors declare no conflicts of interest.

Cite this paper

Mattjie, M. , Pasqualotti, A. & Amaro, F. (2015). Perspectives about Living and Aging for the Manager of a Familiar Company. Psychology, 6, 168-176. doi: 10.4236/psych.2015.62016.

References

[1] Freire, P. S., Soares, A. P., Nakayama, M. K., & Spanhol, F. J. (2010). Processo de sucessao em empresa familiar: Gestao do conhecimento contornando resistencias as mudancas organizacionais. Revista de Gestao da Tecnologia e Sistemas de Informacao, 7, 713-736.
[2] Machado, H. V. (2005). Reflexoes sobre concepcoes de família e empresas familiares. Psicologia em Estudo, 10, 317-323.
http://dx.doi.org/10.1590/S1413-73722005000200019
[3] Martins, A., Maccari, E. A., Campanario, M. A., & Almeida, M. I. R. (2008). Empresa familiar e as dificuldades enfrentadas pelos membros da terceira geracao. Revista de Ciencias da Administracao, 10, 30-54.
http://dx.doi.org/10.5007/2175-8069.2008v10n22p30
[4] NVivo 10 (2010). Manual.
http://www.qsrinternational.com
[5] Oliveira, J. L., Albuquerque, A. L., & Pereira, R. D. (2012). Governanca, sucessao e profissionalizacao de uma empresa familiar: (Re)arranjando o lugar da família multigeracional. Revista Brasileira de Gestao e Negocios, 14, 176-192.
[6] Paulo, D. N. A (2009). Empresas Familiares em Portugal: “Sucessao Competente”. Ph.D. Thesis, Lisboa: Universidade Tecnica de Lisboa.
[7] Pinto, M. C. S., & Couto-de-Souza, C. L. (2009). Mudanca organizacional em uma empresa familiar brasileira. Revista de Administracao Pública, 43, 609-634.
http://dx.doi.org/10.1590/S0034-76122009000300005
[8] Schutz, A. (1979). Fenomenologia e relacoes sociais. Rio de Janeiro: Zahar.
[9] Zache, H., Schmitt, A., & Gielnik, M. M. (2012). Stepping into My Shoes: Generativity as a Mediator of the Relationship between Business Owners’ Age and Family Succession. Aging & Society, 32, 673-696.
http://dx.doi.org/10.1017/S0144686X11000547

  
comments powered by Disqus

Copyright © 2019 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.