Conflict Configurations in Dynastic Business Families

Tom A. Rüsen (), Heiko Kleve () and Arist von Schlippe ()
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Tom A. Rüsen: Witten/Herdecke University
Heiko Kleve: Witten/Herdecke University
Arist von Schlippe: Witten/Herdecke University

Chapter 8 in Managing Business Family Dynasties, 2021, pp 83-99 from Springer

Abstract: Abstract Conflict configurations in dynastic business families differ significantly from those in families of other sizes. This chapter will first briefly outline the typical conflict situations in smaller and medium-sized families (referred to as business families 1.0 and 2.0) and then illustrate the various fields in which conflicts can manifest in dynastic families. In one particularly striking difference, the reference to kinship in the assertion of interests within the circle of shareholders decreases. Since expectations in large shareholder circles are less oriented towards family loyalty, potential disappointment is also lower. Therefore, conflicts are less emotional and characterised rather by group interests; they are more “political” than “familial”.

Date: 2021
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-82619-2_8

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DOI: 10.1007/978-3-030-82619-2_8

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