Succession, power and trust: a case-study of a family-run capixaba company

Abstract

The current article presents the results of the investigation of a family-run company's succession process, in the light of its relationships of power and trust. Employing the qualitative approach, a case study method was developed in a leading Brazilian family-run company (native of Espírito Santo State, in the Southeast of Brazil). The studied company - besides generating 3,500 direct jobs - presented in the last six years average annual gross revenue of R$ 493.5 million Brazilian Reals. Having, as theoretical support, the works of Gersick et al. (1997), Leone (1991), Weber (1992; 1994), Child (1999), Lane (1998) and Lane and Bachmann (1996), eight interviews with the owners and executives in the management level, related or not to the family, were conducted. These interviews explored the dynamics and influences of the relationships of power and trust in a succession process that culminated with the sale of the enterprise for a multinational company.