Citas bibligráficas
Gomez, L., Urbina, I. (2021). Mecanismos Internos de Gobierno Corporativo en Empresas Familiares [Trabajo de Suficiencia Profesional, Universidad Peruana de Ciencias Aplicadas (UPC)]. http://hdl.handle.net/10757/657745
Gomez, L., Urbina, I. Mecanismos Internos de Gobierno Corporativo en Empresas Familiares [Trabajo de Suficiencia Profesional]. PE: Universidad Peruana de Ciencias Aplicadas (UPC); 2021. http://hdl.handle.net/10757/657745
@misc{sunedu/4386683,
title = "Mecanismos Internos de Gobierno Corporativo en Empresas Familiares",
author = "Urbina Fernandez, Ivonne Katherine",
publisher = "Universidad Peruana de Ciencias Aplicadas (UPC)",
year = "2021"
}
The purpose of this article is to contribute to the analysis of family businesses, because, in recent years, the number of family businesses has increased, as a result of the emergence of new needs that must be addressed. Studies have shown that if a family business wants to be successful over time, it must have a control and management structure focused on both areas (business and family). From this it is the importance of implementing Corporate Governance (CG) through different mechanisms. In this sense, a review of literature was carried out through a compilation of bibliographic sources related to the topic to be investigated in order to know the position of the different authors. At this stage, the General Shareholders' Meeting (GSM), Board of Directors, Senior Management Team (SMT), Family Council, Family Protocol, Family Meetings, Family Assembly and Audit Committee were identified as CG mechanisms in family businesses. According to the research, authors agree that the most relevant mechanisms in the business sphere are the Board of Directors and the SMT. These will be in charge of carrying out business control through the defining the short, medium and long-term strategic plans. In turn, they will make decisions for the benefit of the business family. On the family side, the Family Council and the Family Protocol will be developed, which will ensure the interests of the family, mitigate conflicts between members of the family and preserve the Family Unit. In summary, this article tries to contribute to the implementation of a model of a CG System for second-generation family businesses.
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