Strategie di successione nelle aziende a conduzione familiare del Veneto- il caso studio di Mevis Spa

Family-owned businesses are the cornerstone of the Italian economic landscape, contributing significantly to employment, innovation, and GDP. The Veneto region is a hub of small-to-medium enterprises (SMEs) owned by families. These firms are specialized in manufacturing sectors such as machinery, clothing, furniture etc.. Yet they face a persistent challenge: ensuring successful succession across generations. The transition of leadership and ownership in family businesses represents a multifaceted process, frequently characterized by intra-family conflicts, resistance to professionalization and managerialization, as well as significant external pressures from market dynamics and institutional frameworks. This thesis investigates how family firms in Veneto navigate succession, using Mevis SpA—a mechanical manufacturing company located in Rosà near Bassano del Grappa, owned by the Visentin family since its founding in 1961—as a case study. By examining Mevis SpA’s strategies, historical evolution, and current role as a local industrial leader, the research seeks to uncover practical insights and contribute to the literature on family business continuity in Italy. The study begins with a general overview of family-run businesses in Italy, incorporating statistical data from sources like ISTAT and Confindustria to highlight their economic relevance and deep importance in the Italian economic landscape. It then narrows to Veneto, analyzing the region’s industrial fabric, where family firms thrive in export- oriented sectors like manufacturing. A theoretical framework follows, reviewing key perspectives—such as agency theory, stewardship theory, and the resource-based view—to contextualize succession dynamics. This will anticipate the case study of Mevis SpA, detailing its origins under founders Adriano and Maria Visentin, its growth through subsequent generations, and its current status as a producer of springs and metal components with an international footprint. The company’s prominence in Rosà and its influence on the local economy are also explored, positioning it as a reference point within Veneto’s industrial ecosystem. The methodology combines a brief literature review of the main papers on the subject with the employment of a case study. This methodology aims to provide qualitative insights into succession dynamics, family governance, and the interesting duality of tradition and innovation. These findings will be analyzed against theoretical models covered above to identify what enables Mevis SpA to sustain its legacy, as well as potential vulnerabilities in its approach. Overall this research aims to contribute both academically and practically. Academically, it enriches the literature on family business succession by integrating a specific case with regional and theoretical lenses. Practically, it may offer actionable recommendations for Mevis SpA and similar firms. The limitations are multiple, such as the single-case focus and the use of secondary sources as reference. Some suggestions for future studies will be presented—perhaps exploring comparative cases or quantitative analyses on a broader variety of family-owned companies. So by combining empirical data, personal narratives, and academic materials, this thesis seeks to explore the delicate balance of preserving the family legacies while adapting to modern industrial demands in Veneto’s competitive landscape.

Le imprese familiari costituiscono una componente fondamentale dell’economia italiana e rappresentano un pilastro anche nel tessuto industriale Veneto, dove prevalgono piccole e medie imprese manifatturiere orientate all’export. Una delle sfide principali per queste realtà è la gestione del ricambio generazionale, un processo complesso che intreccia dinamiche familiari, organizzative e di mercato. Questa tesi analizza il tema della successione attraverso il caso di Mevis SpA, azienda metalmeccanica di Rosà (Vicenza) fondata dalla famiglia Visentin nel 1961. Lo studio ricostruisce l’evoluzione storica dell’impresa, il ruolo della famiglia nella governance e le strategie che ne hanno favorito la crescita fino a diventare un attore internazionale. La metodologia si basa su una revisione della letteratura e sull’impiego di fonti secondarie per confrontare la pratica aziendale con i principali modelli teorici (agency theory, stewardship theory, resource-based view, ecc...). L’obiettivo è duplice: contribuire alla teoria sulle imprese familiari e offrire spunti pratici per affrontare con successo i processi di successione.