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| Main Authors: | , , |
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| Format: | Recurso digital |
| Language: | English |
| Published: |
Zenodo
2025
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| Subjects: | |
| Online Access: | https://doi.org/10.5281/zenodo.14996464 |
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Table of Contents:
- <p>Brazilian family businesses represent 90% of national businesses, employing 75% of the workforce. However, only 30% surpass the third generation. This study analyzes the process of change management and organizational culture in the family succession of a Brazilian mining company. To this end, qualitative exploratory research involving a literature review and a single descriptive case study was conducted. Using the Competing Value Structure (CVS) model, this qualitative research revealed a migration from clan culture to market culture post-succession. The results highlight the complexity of the succession process, requiring integrated solutions to overcome resistance to change, cultural challenges, conflicts, leadership transition, and separation between family interests and business objectives.</p>