Pianificazione della Successione e Risoluzione dei Conflitti nelle Aziende Familiari: Strategie per la Continuità Generazionale

This thesis explores the complexities of family business succession planning and dispute resolution, emphasising methods to maintain generational continuity. Family firms have certain difficulties that are not usually faced by non-family businesses. They are distinguished by the involvement of several family members and a desire for generational legacy. The historical background, the fundamentals of entrepreneurship, the special characteristics of family firms, their legal frameworks, and the crucial stages of succession planning are all covered in detail in this book. It also gives a variety of conflict management techniques and examines the many kinds of disputes that may occur. The study demonstrates the usefulness of these approaches and the results of succession planning initiatives for well-known family companies such as Ford and Gucci via case studies. This dissertation is organized like an inverse pyramid; in fact, the first chapter serves as a helpful introduction to the idea of entrepreneurship in general. It is a dynamic, complex idea that has changed dramatically over millennia. It includes a number of theories that examine how entrepreneurs bring innovations and make excess profits, including the Risk Theory and the Dynamic Theory. Decision-making, risk-taking, problem-solving, leadership, networking, and invention are characteristics of entrepreneurs. They are able to recognize possibilities and stimulate economic progress because of these attributes. Since it introduces the idea that will get the reader to the heart of the argument, the second chapter is the most important section of the paper. For generations, family businesses—a subset of entrepreneurial endeavors—have been essential to the growth of the economy. Family enterprises have evolved to meet the demands of shifting economies, technologies, and environments, from ancient craftsmen to contemporary conglomerates. Their main characteristic—which frequently aims for generational continuity—is the substantial engagement of family members in ownership and administration. Family enterprises create a distinct culture and long-term outlook by incorporating family values into corporate operations. There are several legal structures that family enterprises can take, and each has pros and cons. The third chapter provides a detailed analysis of the legal topic pertaining to these kinds of organizations, therefore summarizing the main points of the argument. The three most popular forms are corporations, partnerships, and sole proprietorships. Although they are easy to set up and inexpensive, sole proprietorships come with limitless liability. Although partnerships allow for the sharing of resources and knowledge, they can also result in partner conflict. Limited liability and simpler capital raising are two benefits of corporations, but they also come with complicated governance and possible agency issues. The Three-Circle Model, which takes ownership, business, and family aspects into account, is an essential framework for comprehending family enterprises. Non-financial elements that affect family companies, such as family identity, emotional links, and dynastic continuity, are highlighted by the Socioemotional Wealth (SEW) Model. These elements frequently influence strategic choices, prioritising legacy and control over sheer financial gain. For family companies to be sustainable, succession planning is essential. However, data indicates that the number of family-owned e