ORGANIZATIONAL CULTURE IN FAMILY AND NON-FAMILY INDUSTRIES: A COMPARATIVE STUDY

Purpose: To identify whether there is a significant difference between the dimensions of organizational culture practiced by family and nonfamily industries. Method/approach: A quantitative and descriptive research was used through a crosssectional survey. The sample was of the nonprobabilistic type, composed of 44 industries in the municipality of Flores da Cunha, Rio Grande do Sul, Brazil. Data were collected through an adaptation of the Denison Organizational Culture Survey and analyzed using the nonparametric Mann-Whitney test for comparison between groups. Main findings: It was observed that the groups did not differ in terms of Involvement and Consistency, but there was difference in half of the variables concerning Adaptability. In this set of variables, the greatest significance refers to the capacity for quick and easy changes in the face of changes in the macro environment (p=0.027), demonstrating that family businesses are more resistant to transformations and the adoption of innovation. Incentives and rewards for individuals who innovate were also less common in family businesses (p=0.032). As for the Mission dimension, it was found that nonfamily companies tend to identify their purpose and mission more clearly (p=0.005). Theoretical, practical/social contributions: The research contributes to the management area by addressing a topic that, despite being consolidated, is still poorly explored within the scope of family businesses. Furthermore, the study provides subsidies for the development and implementation of organizational strategies aimed at improving processes and managerial effectiveness. Originality/relevance: It is justified by the application of a questionnaire universally used to verify the organizational culture, directing it to the context of family businesses, contributing to the originality and relevance of the investigation.