25th Annual IAJBS World Forum / Inaugural CJBE South Asia Regional Chapter Meeting

Experience level: 
Intended Audience: 
Author 1 - Suzete Antonieta Lizote; Author 2 - C. Clovis de Melo Cavalheiro; Author 3 - Cláudia Silva Ribeiro Alves; Author 4 - Micheline Ramos de Oliveira; Author 5 - Douglas Schwolk Fontan Ayres de Aguirre;


Succession in family businesses is both common and delicate because it involves family members. According to data from Sebrae (2015), in Brazil, the southern region has the highest proportion (60%) of these firms in the country's business reality, representing a considerable percentage in the state economy. Many of these organizations are run by women who have inherited the management of their parents, or who are involved in the daily life of these companies. In this context, this study aims to identify gender relations in the succession process of a family-owned food distributor. Methodologically it is a research with qualitative approach and exploratory-descriptive character. The empirical material was collected through semi-structured interviews and for data analysis, four thematic axes were defined that were contemplated in the script of the interviews: preparation for succession; family succession, gender in family succession and vision of the employees in the management of the successor and successors. The content obtained in the interviews was analyzed based on the theoretical basis and could thus confront the theory with the reality of the studied company, being possible to reach the central objective of this study. The results evidenced that the company under study is in the second and with members of the third generation in the succession process. The process of governance was initiated with external consultants, but due to health problems of the president the firm stopped the process. The company has statute, and holds council meetings bimonthly with an external member, but also part of the family. According to the business and culture of the wholesale sector, the male figure is still preponderant to take the place of what happened. The interviewed employees, trust in the current management of the successors, but if they could choose, they preferred the previous management of greater collection and of entrepreneurial vision of the happened one. Key words: Family business, Succession, Gender.