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Conflict Configurations in Dynastic Business Families

In: Managing Business Family Dynasties

Author

Listed:
  • Tom A. Rüsen

    (Witten/Herdecke University)

  • Heiko Kleve

    (Witten/Herdecke University)

  • Arist von Schlippe

    (Witten/Herdecke University)

Abstract

Conflict configurations in dynastic business families differ significantly from those in families of other sizes. This chapter will first briefly outline the typical conflict situations in smaller and medium-sized families (referred to as business families 1.0 and 2.0) and then illustrate the various fields in which conflicts can manifest in dynastic families. In one particularly striking difference, the reference to kinship in the assertion of interests within the circle of shareholders decreases. Since expectations in large shareholder circles are less oriented towards family loyalty, potential disappointment is also lower. Therefore, conflicts are less emotional and characterised rather by group interests; they are more “political” than “familial”.

Suggested Citation

  • Tom A. Rüsen & Heiko Kleve & Arist von Schlippe, 2021. "Conflict Configurations in Dynastic Business Families," Management for Professionals, in: Managing Business Family Dynasties, chapter 8, pages 83-99, Springer.
    • Handle: RePEc:spr:mgmchp:978-3-030-82619-2_8
    DOI: 10.1007/978-3-030-82619-2_8
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