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L'approche stratégique du développement des groupes familiaux : cas des hypogroupes

Abstract : Our research is concentrated on the examination of the structure of the family hypogroupes. It is about understanding why the family companies develop themselves in hypogroupes? Our research being exploratory, we adopted a qualitative approach. Information is, then, collected by the means of a semi directive interview near the managers-owners of seven cases of hypogroupes. The data were the subject of a thematic content analysis. We could conclude that the development of the family companies in hypogroupes is not specific to the profile of the manager PIC or CAP. It is rather the family which affects the top priority of the manager owner through the will of the transmission, the altruism, the trust and the family's structure. The creation of new units permits to assure everlastingness and to face the overcharge of the company that cannot integrate all the family's members. Moreover, the development in hypogroupe permits to weave a ground of independence for each member who directs a new unit in order to avoid the conflicts between successors. This independence is also required to solve the conflicts between generations inherent to the aim of growth of the successor CAP. The top priority of the manager is also determined by the environment. The institutional rules affect the decision-making as for the choice of the activities to be developed. The dependence towards the partners pushes to diversify by creating new units. The creation of new units organized in hypogroupe is also exploited to seize the opportunities of market.
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Submitted on : Wednesday, May 12, 2010 - 9:33:36 AM
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Imen Mzid. L'approche stratégique du développement des groupes familiaux : cas des hypogroupes. domain_other. Université du Sud Toulon Var, 2009. Français. ⟨tel-00482973⟩

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