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- Família empresária no Evangelho de São LucasPublication . Rodrigues, Jorge; Marques, Maria AméliaO artigo pretende estabelecer o estado da arte das organizações percursoras da família empresária na antiguidade, através da leitura não religiosa do evangelho de São Lucas. Procura-se, assim, contribuir para a construção de conhecimento organizado e estruturado e para uma compreensão mais aprofundada dos conceitos que estão subjacentes ao construto família empresária. A estratégia de investigação prosseguida socorreu-se da “teoria da prática” de Bourdieu, significando que no momento da realização de uma pesquisa, a problemática pode ser alterada, a hipótese modificada e as variáveis reconsideradas, fazendo com que a qualquer instante surja uma visão inovadora do que se passa no campo em análise. Como principais resultados aponta-se para uma estrutura de família empresária embrionária daquela que hoje conhecemos. Tais conhecimentos poderão potenciar um modelo integrador de várias dimensões teóricas, suficientemente genérico e abrangente, qual mosaico árabe, para que o mesmo possa ser aplicado a qualquer tipo de família empresária.
- Órgãos de governo da família empresária Governing bodies of family businessPublication . Rodrigues, Jorge; Marques, Maria AméliaRESUMO A importância das empresas familiares nas economias modernas exige que sejam melhor conhecidos os processos de tomada de decisão nas mesmas, nomeadamente, aqueles que têm origem no seio das famílias que as detêm ou controlam. A separação do património da família e do património afecto ao negócio é uma condição necessária para um bom relacionamento entre estes dois subsistemas. À semelhança dos órgãos de administração da empresa familiar também a família empresária tem os seus órgãos de governo: reunião de família, assembleia de família, conselho familiar, comissões familiares ad-hoc, protocolo familiar e family office. São estes órgãos que vão ser apresentados. ABSTRACT The importance that family firms have in today’s economy requires that one understands the decision making process in these types of firms, particularly the decision making process that stem from within the family circle that controls the firm. In order to understand these processes and the relationship between the two “subsystems of decision-making” one must separate the family’s resources from the family’s resources that has been engaged in the business. The family businesses, likewise the family firm, also have its own bodies of administration, such as family assemblies, family councils, family commissions and meetings, family’ protocols, as well as family office.
- Family firms and family business: a conceptual approach about the ambiguities, paradoxes and uniqueness of family businessesPublication . Rodrigues, Jorge; Marques, Maria AméliaFamily businesses are and have been vital in the European’s socioeconomic contexts. Notwithstanding their relevance and growing interest in academy, as well as in the institutional rationale, the study of family businesses is still a field that lacks autonomy and finds itself embedded in ambiguities, paradoxes and inconsistencies. This lack of systematisation not only compromises the process of data collection and research but consequently a better understanding of this phenomenon. Our purpose here is to discuss the constructs of family firm and family business. Based on the assumption that family firms are usually conceptualised as owned, totally or partially, by members of a family and are potentially intergenerational systems, with a perimeter of variable geometry, but usually rooted in a location, we aim to distinguish between the constructs of family firm and family business. We do this by discussing the concept(s) of family and then move on to the family businesses. Methodologically we carried out a literature analysis or review, based on Bourdieu’s (1972) “Theory of Practice”, understood as an approach that aims to overcome dichotomies in social theory, such as micro/macro, material/symbolic, empirical/theoretical, objective/subjective, public/private, structure/agency, and focuses on the understanding the practical logic of everyday life and understand relations of power. Enabling us to overcome the ambiguities and paradoxes that academically and institutionally surround the use of these constructs – family firms and family business. Our findings allowed us to sustain that the family business emerges as conceptual “leap forward”, i.e., the family firm becomes a family business when it becomes more strategically business-oriented. As an open system, the firm has a flow of inputs and outputs of members, which generate its unique configurations over time and potentiates intra and inter-clan conflicts and political and power struggles between family members and or among family members and their relatives and tends to create formal organisational structures (boards of directors) to assure its continuity and growth. In this context, when the above-mentioned criterion is met, the family business only exists from the second generation onwards.