Abstract
This article builds on the premise that management succession, control, and structure, are central to family business continuity and that, once these are defined, other issues with potential for family conflict are easier to negotiate. These topics are addressed through the analysis of three cases of family businesses in Latin America. Research findings indicate that, for family members, succession and control are sensitive themes to be resolved to anticipate family conflict and business disruption. Family formal tiers as corner stones in structure and reliance on external members, where found to be central issues seeking a balance between business and family.
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