Abstract
Family-owned businesses mature and grow in terms of age, family owners and employees, and the value of wealth generated since its inception. Consequent to such growth is the possibility of occurrence and increment of conflict owing to strategic and objective business goal differences. Often, rivalry among the members of the family owning the business is bound to result in interpersonal conflict. This paper thus seeks to research the most common causes of conflict in the context of family-owned or controlled enterprises and reviews past studies to present its methodology for possible recommended approaches to resolution of such conflict for business continuity.
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