Orientaciones competitivas culturales en la empresa familiar

  1. Antonio José Carrasco Hernández 1
  2. Gregorio Sánchez Marín 1
  3. Ignacio Danvila del Valle 2
  4. Miguel Ángel Sastre Castillo 2
  1. 1 Departamento de Organización de Empresa y Finanzas Universidad de Murcia
  2. 2 Departamento de Organización de Empresas Universidad Complutense de Madrid
Revista:
Cuadernos de estudios empresariales

ISSN: 1131-6985

Año de publicación: 2015

Número: 25

Páginas: 49-66

Tipo: Artículo

DOI: 10.5209/REV_CESE.2015.V25.53632 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Cuadernos de estudios empresariales

Resumen

Este trabajo discute acerca de cómo se configuran los recursos estratégicos culturales en la empresa familiar, en un intento de entender mejor las diferencias y similitudes entre empresas familiares y no familiares. Para ello, el marco conceptual empleado es el instrumento de valoración de la cultura de Cameron y Quinn (1999), en el que se distinguen cuatro tipos de orientaciones competitivas culturales (mercado, jerarquía, clan y adhocracia). Con ello se propone que la cultura organizativa varía en función del carácter de la empresa, atendiendo al grado de propiedad y dirección en manos de la familia. En concreto, la cultura clan y adhocrática caracterizan mejor a la cultura de las empresas de propiedad y dirección familiar. Mientras que la de mercado es la cultura que mejor caracteriza a las empresas no familiares. En el caso de las empresas familiares profesionalizadas, no existen diferencias culturales con respecto a las empresas de propiedad y dirección familiar.

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Fuente de los datos: Dialnet