STRATEGIC CHANGES: A STUDY FROM THE POINT OF VIEW OF A FAMILY BUSINESS

Abstract

Most organizations worldwide are family businesses, most of which are among the greatest and the most prosperous. Current analysis describes the processes of strategic changes within a familial beverage organization in a fourth-generation management in the state of Rio Grande do Sul, Brazil. Research is a case-study since this may be the most appropriate way to deal with current investigation. Data were collected by semi-structured individual interviews, direct observation and documental research. Content analysis technique was employed for data analysis (BARDIN, 1997). Results show the changes experienced by the organization, grouped thematically as physical expansion/growth, technological modernization, corporative management, quality management and establishment of special programs. Quality management was underscored as one of the strategic changes with the greatest impact which triggered several changes in the organization. Current study contributes towards the triangulation of the themes: family business and strategic changes since it describes different changes that a familial organization has to cope with throughout its successful trajectory. A new point of view was possible for analyses and for changes within this type of organization.