Managing Family-Related Conflicts in Family Businesses: A Review and Research Agenda

Qiu Hong · Mark Freel

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Family Business Performance and Succession Work-Family Balance Challenges Conflict Management and Negotiation

Abstract

This review examines how family businesses manage family-related conflicts that occur at three interfaces: family-business, family-ownership, and family-business-ownership. We find that work-family conflicts, conflicts of interest, and relationship conflicts are prevalent family-related conflicts. Four conflict management strategies are frequently used to deal with these conflicts: vacillation, domination, separation, and third-party intervention. The popularity of these strategies is influenced by some unique characteristics of family businesses, such as high emotional attachment among family members. By integrating insights from the broader conflict research, paradox and dialectic studies, we develop a research agenda targeted at better connecting family-related conflicts to conflict management strategies.

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References

1985Sources of Conflict between Work and Family Roles 1999Defining the Family Business by Behavior 1997A Qualitative Analysis of Conflict Types and Dimensions in Organizational Groups 2011Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing 1967Organizational Conflict: Concepts and Models 2016Paradox Research in Management Science: Looking Back to Move Forward 2010Family Involvement, Family Influence, and Family–Centered Non–Economic Goals in Small Firms 2006Destructive and productive family relationships: A stewardship theory perspective

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