CONFLICTS IN FAMILY BUSINESSES

Abstract

The study analyzes how internal conflicts impact the longevity of family businesses, which represent 90% of Brazilian enterprises, accounting for more than half of GDP and 75% of formal employment (IBGE). The research seeks to understand the main causes of these conflicts, propose mediation strategies, and assess the challenges and advantages of entrepreneurship within a family environment. The methodology adopted combined a qualitative literature review, based on authors, and a case study of three companies located in the São Paulo municipalities of Araraquara and Américo Brasiliense. These cities have a diverse economic profile, with a predominance of micro and small family businesses in sectors such as commerce, services, industry, and agribusiness.The companies analyzed operate in different sectors: electrical materials, freight transportation, and retail. Company A is under the leadership of the first generation, with increasing participation from the second, but still lacks structured succession planning. Company B is already transitioning to the third generation, presenting greater structure and openness to intergenerational dialogue. Company C, led by two members of the second generation, has agile decision-making but lacks formal governance practices.The data reveal that, although there is a declared willingness to listen to younger generations, this openness does not always result in practical action. Generational conflicts, resistance to change, and a lack of formal mediation are recurring aspects. Furthermore, methodological difficulties such as the heterogeneity of cases and neutrality on sensitive topics limited direct comparisons between companies. To ensure the continuity and sustainable development of family businesses, it is essential to invest in governance practices, conflict mediation, and succession planning, promoting more effective dialogue between the generations involved in management.