Injaca case. Venezuela ( ) Monteferrante - Rodríguez- Auletta

Transcription

1 Injaca case Venezuela ( )

2 Injaca General description

3 Two different names, different locations, same industry Name Size (Number of employees) 285 Sector (industry) Table 1 Overall profile of Injaca Innovaciones Japonesas C.A (Injaca) Plastics (raw material) Injaca Since 1964 Main markets Product/service lines B2B, especially in Venezuela Age of the firm 47 years (founded in 1964) Production of plastic containers and caps Manufacture of moulds Printing of containers Labeling of containers Food 4% Pharmaceutical 3% Automotive sec 11% Name Size (Number of employees) 113 Table 2 Overall profile of Lintaplas Lintaplas Health 40% Cosmetic 42% Sector (industry) Main markets Product/service lines Plastics (raw material) B2B, especially in Venezuela Age of the firm 35 years (founded in 1976) Production of plastic containers and caps Manufacture of moulds Printing of containers Labeling of containers Lintaplas Since 1976

4 Injaca Genealogy

5 Conde Soci Family Jacobo Conde Founder of both companies Mirca Soci Actual leader First generation Arnold (29) Kiara (29) Sabrina (27) Stephanie (25) Melanie (22) Second generation Permanent relationship with the businesses Sporadic relationship with the businesses Politic family Inbred family Jacobo, with his siblings, inherited a company from his father in Since that moment Jacobo changed the approach of the business and took control, adapting it to new markets.

6 And another important actor

7 Conde Soci Family Jacobo Conde Fundador de las empresas Mirca Soci Chiara Soci (48) First generation Second generation Arnold Kiara Sabrina Stephanie Melanie Sporadic relationship with the businesses Permanent relationship with the businesses Politic family Inbred family

8 Conde Soci Family Jacobo Conde Fundador de las empresas Mirca Soci Chiara Soci (48) First generation Second generation Arnold Kiara Sabrina Stephanie Interviewed for the case Melanie Sporadic relationship with the businesses Permanent relationship with the businesses Politic family Inbred family

9 Injaca Organization

10 Founding of Injaca Injaca s Timeline Founding and first steps Change in leadership Growth and professionalization Business development Evolution of the family Creation de Lintaplas Jacobo changes Injaca's approach Jacobo Conde and siblings inherit Injaca Jacobo-Mirca (husband and wife) Birth of first child: Kiara New lines of business Birth of Birth of fourth second child: child: Melanie Sabrina Birth of third child: Stephanie -Jacobo's siblings take control -Jacobo falls ill and dies Mirca takes over leadership Manager 1 Manager 3 Manager 2 Manager 4 Expansion of space Chiara (Mirca's sister) takes becomes marketing manager Arnold (related by marriage) takes over management 100% installed capacity Sabrina takes charge of family protocol

11 Injaca s Organization Injaca organizational chart Lintaplas organizational chart Interviewed for case

12 Injaca STEP conceptual framework

13 Variables focused in the case Habbershon, Nordqvist, Zellweger, 2010

14 Injaca Analysis-method

15 Method How do INJACA generate and sustain entrepreneurial performance across generations? Approach Exploratory case study Empirical inquiry that investigates contemporary phenomenon (Yin, 2003) Enable researchers to study actors, processes and events closely and holistically (Eisenhardt, 1989) Sampling STEP criteria Family firms at least second generation involved in ownership/management, at least 50 employees in the main operating business. The family has a transgenerational intention. (Habbershon, Nordqvist, Zellweger, 2010) Data collection STEP interview guide Seven interviews were made and transcribed. Analysis Synthesizing interviews and archival data A resulting master case document is being processed as a within-case analysis. Three PhD professors, and a researcher coded and identified pattern in the case. The master case was enriched with several tables and a lot of quotations of protagonist

16 Injaca Findings/ Theory built

17 Preliminary Findings Success before abrupt breakdown of leadership Origins of the gap Jacobo did not choose his wife to take over the business nor planned to transfer his knowledge to her Jacobo only left his technical and business knowledge to a friend and partner (Roberto Quintas- his partner at Lintaplas) Mother : Mirca Resources used Mirca showed good business skills and inherent ability to take risks, and implement changes Mirca s social capital compensated to some extent her lack Of specific business knowledge Mirca involved her sister (not in the succession line) to support her with operation management Thanks God there were people who knew me from my previous jobs, and they all stayed with the firm.

18 Preliminary Findings Lack of direct second generation involvement Origins of the gap There is a lack of direct second generation involvement in the daily operation No policies have been formally established to include family members related by blood or by marriage Resources used Daughters are in the Board of Directors Sabrina Conde is working on the FB protocol Informal meetings to feed the daughters with information about the company Mother : Mirca Daughter: Stephanie. I am like a little Chávez, I'm the boss and I make the decisions. Mum loves to talk about the firm. Sabrina and I are the ones who talk most about the firm, we are both business administrators and understand more about the firm that my mum gives us credit for.

19 Preliminary Findings Entrepreneurial leader Vs professional management Origins of the gap No professional manager at the moment of Mirca s succession 5 Professional managers turnover in 2 years Sister : Chiara Resources used Mirca hired her sister Chiara to foster the operation Mirca decided to bring in Arnold (son-inlaw) who has an appropriate managerial training Mirca has always had the last word. I propose but she is the one who decides. Right from the start Mirca has looked after the administrative side of the business and I have taken care of the productive side. This meant that for some time I was seen as the visible head of the company, but Mirca made sure everyone knew she was the owner and the boss. Son-in-law: Arnold

20 Variables focused in the case Phenomenon 1: success before abrupt breakdown of leadership Phenomenon 3: Entrepreneurial leader Vs professional management Tacit knowledge Social capital of successor (Mirca) Phenomenon 2: difficult involvement of second generation Over protection of daughters Son in-law (high power) Habbershon, Nordqvist, Zellweger, 2010 Phenomenon 4: Gender Managerial delegation is happening on a family in-law strand, privileging male succession Communication (mother and daughters)

21 Thanks!! Any questions? Any suggestions? Patricia Monteferrante Professor Family Aramis Rodríguez Professor Entrepreneurship, family business, business models Nunzia Auletta Professor Innovation,