Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context

Hedi Yezza, Didier Chabaud and Andrea Calabrò
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Hedi Yezza: EDC - EDC Paris Business School
Didier Chabaud: IAE Paris - Sorbonne Business School
Andrea Calabrò: IPAG Business School

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Abstract: Abstract This article aims to understand how emerging conflicts evolve and generate negative emotions during family firms' succession process. Relying on previous research on emotional dissonance and conflict, we conduct a single longitudinal case study by interviewing the successor, the predecessor, and other family members in a family firm in the Tunisian context. The results show that emotional dissonance plays a critical role in conflict escalation between successors and predecessors. Family systems and cultural factors explain challenges in managing emotions; however, emotions associated with family events can facilitate the evolution of the succession process by resolving conflict. This study thus reveals how and why emotions and conflicts arise during the succession process.

Date: 2021-06-17
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Published in ERJ, Entrepreneurship Research Journal, 2021, 11 (3), pp.219-244. ⟨10.1515/erj-2019-0294⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03549722

DOI: 10.1515/erj-2019-0294

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