Sociology Mind

Volume 9, Issue 1 (January 2019)

ISSN Print: 2160-083X   ISSN Online: 2160-0848

Google-based Impact Factor: 0.30  Citations  

Elites in Competition and the Reorganization of Power: The Case of Brazil

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DOI: 10.4236/sm.2019.91002    787 Downloads   1,993 Views  
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ABSTRACT

This article describes the formation of the traditional elite of Brazil from the colonial period, and the main ruptures affecting the republic during short democratic periods in which changes were observed in the composition of their elite. The most recent change is historically contextualized by the formation of a new elite, in the form of the governments of Lula da Silva and Dilma Rousseff, who were never part of the political-military-hereditary lineage of traditional elites. This was the scenario of the 2014 elections and the impeachment that once again broke away from the democratic system. The historical practices of the traditional elite of Brazil showed themselves to be caught in a vicious circle around the coup d’état to return to power, confronting the responses of the new progressive elite that had resulted from elections during the short periods of democracy. A qualitative methodology of bibliographic review is applied for the construction of the conceptual and analytical framework, and the collection of information from the media for recent facts has still been little analyzed with content analysis, and is complemented with two interviews with people who occupied high government posts, both before and during the coup. The results indicate that the new government elite undervalued the process of financial globalization and promoted the strengthening of representatives of international networks and their entry into the decision-making process, where they formed parallel command structures and networks contrary to government decisions and facilitated the rupture of democracy.

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Gomes, C. (2019) Elites in Competition and the Reorganization of Power: The Case of Brazil. Sociology Mind, 9, 17-41. doi: 10.4236/sm.2019.91002.

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