Abstract
Conflict is part of the human condition. Therefore, it is neither negative nor positive, but rather a natural phenomena. The negative connotations traditionally attributed to conflict are at odds with current theories that explain the use of the term as an engine of change and generator of competitive advantage. The fact that family business is defined by two different systems, the family and the business, can lead to the emergence of many conflicts, but it can also help a business be successful if it can correctly differentiate between the two. To this end, both parties, the family and the business, must keep their own interests at arm's length and focus on common interests and goals.
Highlights
Conflict in the family business becomes a relevant element of the complex concept of corporate culture as a result of the existence of practices or structural and cyclical elements harmful to the normal development of family and/or business processes, which interfere with the management criteria of the company and which overshadow precisely that which could be considered the bonus of family businesses: familiarity
The negative connotations traditionally attributed to conflict are at odds with current theories that explain the use of the term as an engine of change and generator of competitive advantage
In relation to the characteristics of family firms in terms of their governing bodies (Table 3), the results show that family businesses with a Board of Directors predominate (69.19%), but they do not have a Family Council (63. 5%) or Family Protocol (53.2%)
Summary
Analysis of family-business culture already has a sufficiently large literature to have addressed most of its constituent aspects, as well as those factors and elements promoting potential conflict. From this perspective, conflict in the family business becomes a relevant element of the complex concept of corporate culture as a result of the existence of practices or structural and cyclical elements harmful to the normal development of family and/or business processes, which interfere with the management criteria of the company and which overshadow precisely that which could be considered the bonus of family businesses: familiarity. We intend to reconsider aspects of social conflict, those which confront the culture of the family business from the perspective of social capital and empowerment, as processes and defining features of said corporate culture
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