This paper describes the conflict that is typical in a family business and highlights some of the major factors that make family business conflict unique from other types of interpersonal conflict in the workplace. Failure to adequately control conflict in family business may contribute to the high mortality rate of family-owned firms. This is due to a management failure to come to grips with the inevitable discord that arises when family members work closely together. The difficulty for family business arises when family rules do not apply after they are transferred to the business system. This paper identifies common causes of conflict and it explores ways to manage or resolve this conflict in family business, with the view to preserving the existing business, ensuring its continuity in the short term and assuring succession for the long term.
|Title of host publication||Proceedings of the Allied Academies International Internet Conference|
|Editors||Jo Ann Carland, Jim Carland|
|Place of Publication||Cullowhee, NC|
|Number of pages||4|
|Publication status||Published - 2005|
|Event||Allied Academies International Internet Conference (8th : 2005) - Las Vegas, NV|
Duration: 18 Jul 2005 → 31 Jul 2005
|Conference||Allied Academies International Internet Conference (8th : 2005)|
|City||Las Vegas, NV|
|Period||18/07/05 → 31/07/05|
Finch, N. (2005). The Role of non-family managers in promoting continuity in family-owned enterprises: practical conflict resolution techniques for independent managers and non-executive directors. In J. A. Carland, & J. Carland (Eds.), Proceedings of the Allied Academies International Internet Conference (Vol. 7, pp. 163-166). Cullowhee, NC: Allied Academies.