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As empresas familiares representam 90% das empresas constituídas no Brasil, participando de 65% do PIB e 75% da força de trabalho. Davis e Tagiuri (1982, pág. 200) definem que “uma empresa familiar é aquela cuja propriedade é controlada por uma única família e onde dois ou mais membros da família influenciam significativamente a direção e as políticas dos negócios, através de seus cargos de gerência, propriedade, direitos ou papéis familiares”. A governança corporativa trata dos assuntos que competem exclusivamente aos círculos de propriedade e empresa, enquanto a governança familiar aborda aspectos que envolvem exclusivamente a família. Como fórum existente na governança familiar tem-se o Family Office, estrutura criada inicialmente no Império Romano e que teve abordagem profissional a partir da industrialização norte-americana. Embora a participação de empresas familiares seja significativa para a economia brasileira, poucas são as estruturas de famílias empresárias que possuem o suporte de Family Office, e também poucos são os estudos acadêmicos que tratam do tema; portanto, há uma grande oportunidade a ser explorada. Pelo fato de o tema Family Office ter surgido recentemente no Brasil, o objetivo deste estudo é identificar e compreender o modelo de atuação dos Family Offices pesquisados no Brasil, para que estes possam servir de parâmetro para que outras famílias empresárias utilizem este modelo de estrutura como pilar fundamental na implementação de governança familiar na função de perenizar as atividades familiares. Isso se tornou possível a partir da realização de 18 (dezoito) entrevistas semiestruturadas com os gestores dos Family Offices, para que estes pudessem responder às perguntas do questionário. The family firms represent 90% of the companies established in Brazil, accounting for 65% of the GDP and 75% of the workforce. Davis and Tagiuri (1982, page 200) define a family firm as “an organization controlled by a single family and where two or more extended family members influence the direction of the business through the exercise of kinship ties, management roles, or ownership rights”. The corporate governance deals with issues which exclusively refer to property and company, whereas the family governance covers aspects which regard solely to the family. The Family Office is present in the family governance, which is a structure that was at first set up in the Roman Empire and since the American industrialization period has assumed a professional approach. Although the share of the family firms is significant over the Brazilian economy, there are few family businesses which are supported by Family Offices, and scarce are the academic studies that cover the subject - which means there is a huge opportunity to be explored. As the Family Office has appeared quite recently in Brazil, this study aims at identifying and understanding how this Family Office model works over the South and Southeast regions of the country, so as these structures could become a benchmark for other family firms to use them as a fundamental pillar when implementing the family governance to ensure the long term viability of the family activities. The study was performed from 18 semi structured interviews with the managers of Family Offices from the South and Southeast regions of Brazil, who replied a questionnaire previously prepared.

La importancia que la Empresa Familiar tiene en la economía actual hace necesario el análisis de los procesos de decisión de estas empresas, particularmente aquellos que tienen que ver con el circulo familiar que ejerce el control de las mismas. Para poder comprender estos procesos y su relación con los subsistemas de decisiones, debemos separar los procesos de la empresa de los procesos familiares, también hay que tener en cuenta que los negocios familiares tienen recursos de la propia familia que están relacionados con el funcionamiento de la Empresa. The importance that family firms have in today’s economy requires that one understands the decision making process in these types of firms, particularly the decision making process that stem from within the family circle that controls the firm. In order to understand these processes and the relationship between the two “subsystems of decision-making” one must separate the family’s resources from the family’s resources that has been engaged in the business.