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

Author

Listed:
  • Yezza Hedi

    (EDC Paris Business School, Courbevoie92415, France)

  • Chabaud Didier

    (Chaire ETI, IAE Paris-Sorbonne Business School, Paris, France)

  • Calabrò Andrea

    (IPAG Entrepreneurship and Family Business Center, IPAG Business School, Nice, France)

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.

Suggested Citation

  • Yezza Hedi & Chabaud Didier & Calabrò Andrea, 2021. "Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context," Entrepreneurship Research Journal, De Gruyter, vol. 11(3), pages 219-244, July.
    • Handle: RePEc:bpj:erjour:v:11:y:2021:i:3:p:219-244:n:3
    DOI: 10.1515/erj-2019-0294
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    Cited by:

    1. Brundin, Ethel & McClatchey, Irene S. & Melin, Leif, 2023. "Leaving the family business: The dynamics of psychological ownership," Journal of Family Business Strategy, Elsevier, vol. 14(2).

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