<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>2007-0705</journal-id>
<journal-title><![CDATA[Nova scientia]]></journal-title>
<abbrev-journal-title><![CDATA[Nova scientia]]></abbrev-journal-title>
<issn>2007-0705</issn>
<publisher>
<publisher-name><![CDATA[Universidad de La Salle Bajío A. C., Coordinación de Investigación]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2007-07052022000100201</article-id>
<article-id pub-id-type="doi">10.21640/ns.v14i28.3010</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[Continuidad de la empresa familiar a partir de la profesionalización, la institucionalización y la sucesión. Estudio de caso]]></article-title>
<article-title xml:lang="en"><![CDATA[Continuity of the family business, based on professionalization, institutionalization, and succession. Case of study]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Marcelino Aranda]]></surname>
<given-names><![CDATA[Mariana]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Torres Ramírez]]></surname>
<given-names><![CDATA[Aylin]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Novoa]]></surname>
<given-names><![CDATA[José Carlos]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Camacho]]></surname>
<given-names><![CDATA[Alejandro D.]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Instituto Politécnico Nacional  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidad Autónoma Metropolitana  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>00</month>
<year>2022</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>00</month>
<year>2022</year>
</pub-date>
<volume>14</volume>
<numero>28</numero>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S2007-07052022000100201&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S2007-07052022000100201&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S2007-07052022000100201&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen El presente trabajo contribuye a las investigaciones sobre la continuidad de los negocios familiares, al dar evidencia empírica de la coexistencia y la retroalimentación entre los procesos de sucesión, profesionalización e institucionalización, a partir de elementos de planeación estratégica, recursos humanos y órganos de gobierno. Se empleó una metodología cualitativa, de alcance descriptivo, a través del método de estudio de caso. El trabajo se llevó a cabo en una pequeña empresa familiar ubicada en la Ciudad de México, dedicada a servicios tecnológicos especializados. El proceso de sucesión se da desde una lógica institucional familiar. El padre fundador ha fungido como mentor del sucesor, y bajo su liderazgo -aunque no de manera consciente- ha llevado a cabo la profesionalización e institucionalización con la participación del sucesor. Con la profesionalización del sucesor y la incorporación de externos profesionales en áreas clave de la empresa, se espera mayor eficiencia operativa y un mejor desempeño financiero. A pesar de que el negocio lleva 15 años en el mercado, no cuenta con una estructura organizacional sistematizada que le permita ser más eficiente y obtener mejores resultados financieros, por lo que a partir de la institucionalización, se dan los elementos estructurales que dan soporte al modelo de negocio, a fin de que las decisiones tomadas por la gerencia no sean reactivas sino proactivas, y más en entornos económicos dinámicos y hostiles (como la crisis de salud ocasionada por la pandemia de COVID-19). Este trabajo revela los elementos que contribuyen a aumentar el porcentaje de empresas, principalmente de micro y pequeñas, para alcanzar el traspaso generacional del padre fundador a los hijos, a partir de visualizar la coexistencia y retroalimentación entre los procesos de sucesión, profesionalización e institucionalización para la continuidad de la empresa familiar. Se rescata la importancia de formalizar el protocolo familiar a fin de dar certidumbre del traspaso del control y la propiedad. El proceso de institucionalización puede generar conflictos entre el padre fundador y el sucesor en sus formas de asumir riesgos y de gestión estratégica. La crisis de pandemia COVID-19 evidenció que una de las principales fortalezas de la empresa familiar es la solidaridad y compromiso de los miembros familiares ante situaciones de crisis. Finalmente, el proceso de sucesión, para que tenga una mayor probabilidad de éxito, requiere la profesionalización del sucesor, y esto, a su vez, genera la institucionalización de la organización.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract This work contributes to research on the continuity of family businesses, by providing empirical evidence of the coexistence and feedback between the processes of succession, professionalization, and institutionalization, based on elements of strategic planning, human resources, and governing bodies. A qualitative methodology was used, with a descriptive scope, through the case study method. The work was conducted in a small family business located in Mexico City, dedicated to specialized technological services. The succession process occurs from a family institutional logic. The founding father has served as the successor's mentor and under his leadership -although not consciously- has conducted professionalization and institutionalization with the successor's participation. With the professionalization of the successor and the incorporation of external professionals in key areas of the business, greater operational efficiency and better financial performance are expected. Although the company has been in the market for 15 years, it does not have a systematized organizational structure that allows it to be more efficient and obtain better financial results, so from institutionalization, the structural elements that support the business model, so that the decisions that management makes are not reactive but proactive, especially in dynamic and hostile economic environments (such as the health crisis caused by the COVID-19 pandemic). This work reveals the elements that contribute to increase the percentage of companies, mainly of micro and small sizes, to achieve the generational transfer of the founding father to the children, from visualizing the coexistence and feedback between the processes of succession, professionalization, and institutionalization for the continuity of the family business. The importance of formalizing the family protocol to give certainty of the transfer of control and ownership is rescued. The institutionalization process can generate conflicts between the founding father and the successor in their ways of taking risks and of strategic management. The COVID-19 pandemic crisis showed that one of the main strengths of the family business is the solidarity and commitment of family members in crisis situations. Finally, the succession process, in order to have a higher probability of success, requires the professionalization of the successor, and this, in turn, generates the institutionalization of the organization.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[organizaciones]]></kwd>
<kwd lng="es"><![CDATA[empresas]]></kwd>
<kwd lng="es"><![CDATA[negocios]]></kwd>
<kwd lng="es"><![CDATA[crisis]]></kwd>
<kwd lng="es"><![CDATA[sucesión]]></kwd>
<kwd lng="es"><![CDATA[generaciones]]></kwd>
<kwd lng="es"><![CDATA[mercados]]></kwd>
<kwd lng="es"><![CDATA[finanzas]]></kwd>
<kwd lng="es"><![CDATA[estrategias]]></kwd>
<kwd lng="es"><![CDATA[recursos humanos]]></kwd>
<kwd lng="es"><![CDATA[instituciones]]></kwd>
<kwd lng="es"><![CDATA[modelos de negocios]]></kwd>
<kwd lng="es"><![CDATA[continuidad]]></kwd>
<kwd lng="es"><![CDATA[trabajo]]></kwd>
<kwd lng="es"><![CDATA[gestión]]></kwd>
<kwd lng="es"><![CDATA[administración]]></kwd>
<kwd lng="en"><![CDATA[organizations]]></kwd>
<kwd lng="en"><![CDATA[enterprises]]></kwd>
<kwd lng="en"><![CDATA[business]]></kwd>
<kwd lng="en"><![CDATA[crisis]]></kwd>
<kwd lng="en"><![CDATA[succession]]></kwd>
<kwd lng="en"><![CDATA[generations]]></kwd>
<kwd lng="en"><![CDATA[markets]]></kwd>
<kwd lng="en"><![CDATA[finance]]></kwd>
<kwd lng="en"><![CDATA[strategies]]></kwd>
<kwd lng="en"><![CDATA[human resources]]></kwd>
<kwd lng="en"><![CDATA[institutions]]></kwd>
<kwd lng="en"><![CDATA[business models]]></kwd>
<kwd lng="en"><![CDATA[continuity]]></kwd>
<kwd lng="en"><![CDATA[worked]]></kwd>
<kwd lng="en"><![CDATA[management]]></kwd>
<kwd lng="en"><![CDATA[administration]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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