Pequenos negócios 57
RECURSOS FAMILIARES
"The competitive advantage inherent in family businesses are best explained by the resource-based view of organizations. From this theoretical perspective, a firm is examined for the specific complex, dynamic, and intangible resources that are unique to it. These resources, often referred to as organizational competencies embedded in internal processes/human resources, or other intangible assets, can provide the firm with competitive advantages in certain circumstances. In a family firm, one of these resources may be overlapping owner and manager responsibilities, which can lead to advantages derived from streamlined and efficient monitoring mechanisms. The advantages could include reduced administrative costs, speedy decision making, and longer time horizons for measuring firm performance. Other resources unique to family firms may be customer-intense relationships, which are supported by an organizational culture committed to high quality and good customer service, and the transfer of knowledge and skills from one generation to the next, which makes it easier to sustain and even improve firm performance. Ownership commitment (willingness to hold on and fight) over the long term, rather than shareholder apathy and capital flight (readiness to switch from IBM shares to GE shares in the portfolio), is yet another possible source of competitive advantage. (...) The unique resources that family businesses can call on to create competitive advantage are summarized in the following list: a. Overlapping responsibilities of owners and managers, along with small company size, enable rapid speed to market; b.. Concentrated ownership structure leads to higher overall corporate productivity; c.. Focus on customers and market niches results in higher returns on investment; d.. Desire to protect the family name and reputation often translates into high product/service quality and higher returns on investment; e.. The nature of the family-ownership-management interaction, family unity, and ownership commitment support patient capital, lower administrative costs, skills/knowledge transfer, and agility in rapidly changing markets."
Fonte: Poza, Ernesto J. (2004) Family Business, South-Western, 2004, pp. 15-16
RECURSOS FAMILIARES
"The competitive advantage inherent in family businesses are best explained by the resource-based view of organizations. From this theoretical perspective, a firm is examined for the specific complex, dynamic, and intangible resources that are unique to it. These resources, often referred to as organizational competencies embedded in internal processes/human resources, or other intangible assets, can provide the firm with competitive advantages in certain circumstances. In a family firm, one of these resources may be overlapping owner and manager responsibilities, which can lead to advantages derived from streamlined and efficient monitoring mechanisms. The advantages could include reduced administrative costs, speedy decision making, and longer time horizons for measuring firm performance. Other resources unique to family firms may be customer-intense relationships, which are supported by an organizational culture committed to high quality and good customer service, and the transfer of knowledge and skills from one generation to the next, which makes it easier to sustain and even improve firm performance. Ownership commitment (willingness to hold on and fight) over the long term, rather than shareholder apathy and capital flight (readiness to switch from IBM shares to GE shares in the portfolio), is yet another possible source of competitive advantage. (...) The unique resources that family businesses can call on to create competitive advantage are summarized in the following list: a. Overlapping responsibilities of owners and managers, along with small company size, enable rapid speed to market; b.. Concentrated ownership structure leads to higher overall corporate productivity; c.. Focus on customers and market niches results in higher returns on investment; d.. Desire to protect the family name and reputation often translates into high product/service quality and higher returns on investment; e.. The nature of the family-ownership-management interaction, family unity, and ownership commitment support patient capital, lower administrative costs, skills/knowledge transfer, and agility in rapidly changing markets."
Fonte: Poza, Ernesto J. (2004) Family Business, South-Western, 2004, pp. 15-16
