Ferreira, M.C. and Estol, K.M.F., Gama Filho University, Brazil
The study aimed at investigating the relationship between the succession process and the organizational culture in a Brazilian family entreprise which has been established for 23 years in the food, beverage and cleaning products distribution industry. The company was divided in three units for the purpose of the research. In unit one, management had been shared by the owner's son, and a regional director with large experience in the organization. In unit two, management had been shared by the owner's son and a regional director recruited in the professional labor market. Unit three had been managed by the owner's son with the direct presence of the founder, who still took part in the decision process. In these three units, 197 employees answered a questionnaire about their perceptions concerning values and practices that were typical in the organization. Results showed that members of the unit whose management had been shared by the owner's successor and an externally recruited manager presented values and practices' perceptions of the organization significantly different from the the values and practices' perceptions maintained by members of the two other units. It was concluded that the successor's origin, training and professional background are factors that may have made an effect in the family enterprise organizational culture.