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In apparent contradiction to their widely recognized overperformance in the midst of the present crisis, media frequently report dramatic conflicts in family businesses which sometimes lead to a strengthening of the family shareholding, but more often than not to muddled sales which seal the end of the family business as such.
The conflicts are indeed more numerous in family businesses because of the interdependence of the members of the family, bound between them by deep emotional links, what increases the risk of occurrence of the conflicts, as well as their intensity.
The nature and quality of conflict management in family owned companies is studied and recognized by research as a key factor in the successful achievement of the generational transition, as important as the consideration of the new generation’s expectations.
This article reflects upon the merits of the various methods which can be implemented to help solve conflicts.