Conflicts, its Mitigation and Resolution in a Family Business
By: Joshi, Manoj
Contributor(s): Shukla, Balvinder | Srivastava, Apoorva | Poddar, Meenal
Material type:
ArticlePublisher: 2015Description: 571 - 579Subject(s): India | Conflict Management | Conflicts | Closely Held Family Business | Family Business | Family Enterprises | Entrepreneurship | Eleventh Biennial Conference On Entrepre | Biennial Conference PapersOnline resources: Click here to access online
In:
Eleventh Biennial Conference on Entrepreneurship/ Edited by Sasi Misra, Dinesh Awasthi, Ganapathi BatthiniSummary: Family is emotions and business is about economics, both being in separable. It has to be the best combination of values, ethics, dedication and discrete potential offered by each family member. The case becomes challenging when the business transfers from generation to generation. Family businesses being fragile, the failure to adequately control conflict may contribute to the high mortality rate of family owned firms while it is said that roughly two-thirds of family-owned and family-controlled businesses do not survive the founder's generation (Beckhard and Dyer, 1983; Dyer, 1986), with only 10 to 15 percent surviving to a third generation (Applegate 1994). The research is based on literature review on family business, conflict management, organisational issues, within family businesses. Content analysis on cases was carried on select family businesses. The results indicated that there was a mixed composition of familiness, the emotional and business, the economic component by most incumbent family businesses. The conflicts started from ownership, to power positions in organizational setup. Forces entries of sibling in the business with no competence besides the...
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Ahmedabad (HO) | (Browse shelf) | Available | 019022 |
Family is emotions and business is about economics, both being in separable. It has to be the best combination of values, ethics, dedication and discrete potential offered by each family member. The case becomes challenging when the business transfers from generation to generation. Family businesses being fragile, the failure to adequately control conflict may contribute to the high mortality rate of family owned firms while it is said that roughly two-thirds of family-owned and family-controlled businesses do not survive the founder's generation (Beckhard and Dyer, 1983; Dyer, 1986), with only 10 to 15 percent surviving to a third generation (Applegate 1994). The research is based on literature review on family business, conflict management, organisational issues, within family businesses. Content analysis on cases was carried on select family businesses. The results indicated that there was a mixed composition of familiness, the emotional and business, the economic component by most incumbent family businesses. The conflicts started from ownership, to power positions in organizational setup. Forces entries of sibling in the business with no competence besides the...
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