Journal of Family Business Strategy 16 (2025) 100660

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Journal of Family Business Strategy

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The anatomy of family business conflict

Marco Mismetti a , Barbara Del Bosco b, Cristina Bettinelli c , Alfredo De Massis d,e,f,g,*
a
House of Innovation, Stockholm School of Economics, PO Box 6501, Stockholm SE-113 83, Sweden
b
University of Milano-Bicocca, Via Bicocca degli Arcimboldi, 8, Milan 20126, Italy
c
University of Bergamo, Via Dei Caniana, 2, Bergamo 24127, Italy
d
Department of Business Administration and Management (DEA), D’Annunzio University of Chieti-Pescara, Italy
e
IMD Business School, Switzerland
f
Lancaster University, UK
g
Institute of Family Business and Institute for Entrepreneurs, Zhejiang University, China

A R T I C L E I N F O A B S T R A C T

Keywords: Understanding conflict in family businesses is a complex but essential study area for practitioners and academics.
Conflict To enhance theoretical precision and provide practical insights, this article presents a comprehensive framework
Model of family business conflict that integrates perspectives from the family business, organizational, management,
Family Business
psychology, and political science literature, as well as practitioner expertise. Highlighting important and often
Relations
overlooked aspects of family business conflict, this study examines the circumstances of conflict (the who, what,
Evolution
Practice where, why, when, and how) and provides a robust conceptualization of conflict dynamics in the unique family
business setting. Through three illustrative examples of prominent family firms that have experienced conflict,
the study demonstrates the value of the framework as a tool for understanding, theorizing, and effectively
managing conflict.

1. Introduction family members as key stakeholders, which distinguishes family firms

from other business forms.
While conflict is a daily reality in all businesses, family firms face However, current family business research often oversimplifies
unique challenges due to their complex and interwoven relationships conflict in this complex context, focusing on isolated aspects and/or
(for reviews, see Bettinelli et al., 2022; Kubíček & Machek, 2020; Qiu & neglecting a comprehensive examination of this multifaceted issue
Freel, 2020). Practitioners and scholars agree that understanding the (Frank et al., 2011; Qiu & Freel, 2020). This has two main implications.
nuances of these relationships is critical to unraveling the intricacies of First, while the broader conflict literature incorporates diverse per­
conflict in the family business context (Eddleston, 2022; Mayer, 2010). spectives and recognizes the “multiple faces of conflict” (Kolb & Putnam,
The complexity of conflict in family firms arises from a number of fac­ 1992), the family business literature tends to engage minimally with
tors, including family involvement (Chrisman et al., 2012; Mitchell these approaches, typically focusing on either the type or locus of con­
et al., 2003), non-economic motivations such as family power flict (Bettinelli et al., 2022). Second, conflict has traditionally been
(Kellermanns & Eddleston, 2004) and family-centered goals (Chrisman studied within the broader social sciences, including psychology, orga­
et al., 2021; Williams et al., 2018), and the intertwined evolution of nizational studies, and management, which have provided valuable in­
family, business, and ownership lifecycles (Gersick et al., 1997). For sights (Rahim, 2023; Sherif, 2015). Although conflict appears to be a
example, the intermingling of economic and personal relationships in prevalent and well-studied topic in family firms, as highlighted in recent
family firms (Chrisman et al., 2012) can lead to preferential treatment literature reviews (e.g., Qiu & Freel, 2020), research in this area often
based on family ties, which can cause conflict among family members fails to fully integrate insights from other disciplines. We argue that
and between family and non-family employees due to perceived un­ incorporating these perspectives is essential to addressing the unique
fairness (Jennings et al., 2018; Kidwell et al., 2012). This highlights the characteristics of family firms. Without doing so, family business
multifaceted and specific complexities arising from the involvement of scholars risk falling behind in conflict debates, neglecting critical

* Corresponding author at: Department of Business Administration and Management (DEA), D’Annunzio University of Chieti-Pescara, Italy.
E-mail addresses: [Link]@[Link] (M. Mismetti), [Link]@[Link] (B. Del Bosco), [Link]@[Link] (C. Bettinelli), alfredo.
demassis@[Link] (A. De Massis).

[Link]

Available online 17 March 2025

1877-8585/© 2025 The Author(s). Published by Elsevier Ltd. This is an open access article under the CC BY license ([Link]
M. Mismetti et al. Journal of Family Business Strategy 16 (2025) 100660

factors, and failing to develop accurate theories with practical implica­ foundational concepts, recent developments, and ongoing interdisci­
tions for family owners, managers, and advisors. plinary debates on the topic. These insights helped us begin to shape and
Therefore, to address this issue, we pose the following research expand the framework of conflict circumstances. Third, we drew on
question: How can we better understand conflict in family businesses, given insights from in-depth interviews with family business members,
their unique characteristics and complexities, to inform research and prac­ scholars, mediators, and consultants,1 as well as an analysis of numerous
tice? We draw on the family business literature, interdisciplinary conflict secondary sources, including company websites, financial and annual
research, insights from discussions with experts and practitioners, and reports, presentations, books, documentaries, press releases, and journal
our direct involvement in knowledge transfer, consulting, teaching, and articles. In addition, the authors’ direct involvement in knowledge
other research projects related to conflict in the family business context. transfer, consulting, teaching, and other research projects related to
In doing so, we provide an overview of the possible dimensions of family business conflict further enriched our understanding. This pro­
conflict (conflict circumstances), illustrate their characteristics and or­ cess allowed us to strengthen the model, better define its theoretical
igins, and reflect on their implications for both family business research underpinnings, refine elements within the conflict circumstances, and
and practice. validate its applicability as a framework that accurately reflects the
Our contributions are threefold. First, our work synthesizes and in­ complexity of family business conflict in both research and real-world
tegrates disparate strands of research into a cohesive, multidimensional scenarios. Fourth, we present three vignettes that illustrate the appli­
framework that provides a comprehensive lens through which to view cation of theoretical concepts to real-world situations (De Massis et al.,
and analyze conflict in family firms. This approach goes beyond the 2018). These examples aim to guide future research by promoting
traditional focus (conflict types or loci) to include a broader range of transparency and theoretical precision in the study of this important
relevant factors, such as the actors involved, the underlying motives, topic, while also demonstrating the practical application of the frame­
and the temporal aspects of conflict. As such, our framework provides work. To evaluate the data and findings, we used iterative data analysis,
both a holistic (encompassing the diverse manifestations of conflict) and moving back and forth between data and theory (Strauss & Corbin,
a nuanced understanding (accounting for the unique characteristics of 1998). We also triangulated multiple sources of information through a
family firms). Moreover, the application of our framework to illustrative series of iterative online and face-to-face meetings, phone conversations,
examples offers a preliminary demonstration of its practical utility for and email exchanges to resolve potential misunderstandings and
both research and practice. Second, the proposed framework provides a divergent views. Thus, the framework developed draws on a wide range
practical tool for family firms and family business consultants and pro­ of sources and integrates both scholarly and practical insights.
fessionals to systematically analyze conflict. By mapping the various
dimensions of conflict, the framework facilitates targeted intervention 3. Family firm conflict circumstances
and informed decision-making to prevent conflict escalation and pro­
mote effective conflict management. Third, building on our work, re­ 3.1. Conflict configuration points: The who
searchers can use the framework as a tool to support research design and
conduct more robust case analyses. We also identify research gaps and This section focuses on the types of interactions involved in conflict.
suggest future research directions to inspire and advance the study of Drawing on team conflict research focused on organizational behavior
family business conflict. Finally, while most frameworks focus primarily (e.g., Humphrey et al., 2017; Tajfel & Turner, 1979), psychology (e.g.,
on either academic research or practical solutions, we bridge the gap Böhm et al., 2020; Fiske, 2002), and management (e.g., Korsgaard et al.,
between these perspectives, offering a unique tool that serves both. 2008), we identify three distinct conflict configurations that are
Overall, we bring together the various pieces of the puzzle, empha­ particularly relevant to the study of conflict in family firms. These
sizing the unique characteristics of family businesses. We lay the configurations define the individuals or groups involved in specific
groundwork for an understanding of conflict that will prove valuable for conflict events and include dyadic, intragroup, and intergroup
both theory and practice. In the following sections, we first describe the interactions.
methodology used and then provide a detailed analysis of why it is Dyadic conflict refers to disputes that occur between two individuals,
critical to consider the who, what, where, why, when, and how of conflict whether they belong to the same work group or different groups
through the family business lens. Our approach clarifies a structured (Anicich et al., 2016; Humphrey et al., 2017). In the context of family
topic, paving the way for better theory and more meaningful implica­ businesses, such conflicts may occur between two family members, be­
tions for practitioners (Van de Ven & Johnson, 2006). By identifying the tween a family member and a non-family member, or between two
interrelated dimensions for the study of conflict, we highlight what is non-family members, such as directors, managers, or employees.
unique to the family business context. When conflicts involve more than two individuals, the distinction
between intragroup and intergroup conflict becomes crucial, especially
2. Methodological approach for advancing research in the family business field (e.g., Schjoedt et al.,
2013). Intragroup conflict refers to disputes that occur within the same
This study draws on a variety of sources (De Massis et al., 2018). group or team (Korsgaard et al., 2008), such as within a particular
First, we conducted a detailed analysis of various literature reviews on department or among majority shareholders. In family firms, the owning
this topic (Alderson, 2015; Bettinelli et al., 2022; Caputo et al., 2018; family is a defining group that distinguishes these firms from others
Kubíček & Machek, 2020; Qiu & Freel, 2020). We replicated the (Chua et al., 1999). Within the family, conflicts may arise between
research protocols on family business and conflict outlined by Bettinelli siblings, parents, heirs, cousins, or even extended non-blood family
et al. (2022) to identify new publications that have emerged since then members.
and conducted a thorough review of all papers deemed relevant to our Intergroup conflict refers to conflict between two different groups
research objectives. While our goal was not to conduct a systematic (Bornstein, 2003; Böhm et al., 2020). In family firms, this can occur
literature review, this first step provided an up-to-date understanding of between majority and minority shareholders. A common example is
conflict in the family business literature and helped to identify and conflict between family managers and other organizational members,
understand the different categorizations of conflict in the family busi­
ness field. Second, we conducted an unsystematic search for seminal
articles from literature streams that primarily focus on conflict and yield 1
These discussions were formally held in special sessions at two practice-
valuable insights, including organization, management, psychology, based family business conferences in the United States, two academic-based
and political science (Rahim, 2023; Sherif, 2015). This step provided us family business conferences in Europe, and in a number of different conversa­
with a more comprehensive view of conflict with deeper insights into the tions with family members and practitioners over the past 5 years.

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such as non-family managers or employees, often driven by different conflict, process conflict can be either beneficial or detrimental to family
goals and interests (Sciascia & Mazzola, 2008). Another example is firms, depending on its intensity (e.g., Kellermanns & Eddleston, 2007;
conflict between different family branches (Gersick et al., 1997). In Zattoni et al., 2015).
particular, conflicts between the senior and junior generations have In terms of categorizing conflicts, the aforementioned classification
received considerable attention, especially during the succession process based on the object of conflict is widely accepted in the family business
(Davis & Harveston, 1999). The basic principles of family business literature (De Massis & Rondi, 2024), but it is not the only approach.
recognize these firms as a convergence of three key dimensions: family, Some scholars prefer to distinguish conflicts according to their relational
ownership, and business (Gersick et al., 1997). Prior research empha­ versus cognitive nature, categorizing personal conflicts as relational,
sizes that family businesses consist of multiple interconnected systems and task and process conflicts as cognitive (e.g., Caputo et al., 2018).
(Pieper & Klein, 2007), with boundaries that are often permeable While we adopt the previously discussed conflict types due to their
(Benson et al., 1990; Mismetti et al., 2023; Sundaramurthy & Kreiner, prevalence, we emphasize the importance of flexibility without
2008). Interpreting conflict solely in terms of whether it occurs within compromising rigor. The “what” of conflict is an essential element, and
the family, ownership, or business system is inadequate in contexts if specific circumstances warrant alternative categorizations, clear def­
where these systems overlap and boundaries are blurred. Instead, initions and interpretations should be provided.
incorporating a classification based on the type of interaction involved
(dyadic, intragroup, or intergroup) offers a practical solution. This 3.3. Conflict locus: The where
approach not only clarifies the level of social interaction involved in
conflict, but also facilitates a more objective reflection on other relevant Another categorization of conflict derived from the family business
aspects, such as the role played by each actor within the three systems. literature is the locus of conflict, or where the conflict occurs. In their
review of the family business literature, Bettinelli et al. (2022) identify
3.2. Conflict types: The what four different loci of conflict: family, generational, board/top manage­
ment team (TMT), and organizational. Family conflict refers to conflict
The study of conflict in family business research often involves a among owning family members, regardless of generation (e.g., Sonfield
distinction by type (e.g., Calle et al., 2024; Eddleston & Kellermanns, & Lussier, 2009). Generational conflict can occur within a single gen­
2007; Kanadlı et al., 2020; Mismetti et al., 2023). The most common eration (intragenerational conflict) or between different generations
conceptualizations of conflict types are derived from the management (intergenerational conflict) of the owning family (e.g., Haberman &
field (e.g., Rahim, 2023): relationship, task, and process conflicts (Jehn, Danes, 2007; Nazer & Llorca-Jaña, 2020). Board and TMT conflict refers
1995, 1997; Jehn & Mannix, 2001). to conflict among members of the board or TMT, which may include
Relationship conflict is generally defined as “an awareness of inter­ both family and non-family members, depending on the composition of
personal incompatibilities [that] includes affective components such as the board (e.g., Zona, 2015). Organizational conflict, on the other hand,
feeling tension and friction” (Jehn & Mannix, 2001, p. 238; Rousseau refers to conflict within the broader organization, including employees
et al., 2018). Therefore, the specific nature of this type of conflict arises and other business stakeholders (Jehn, 1997). This distinction is
from interpersonal incompatibilities (Jehn, 1997) and often leads to particularly valuable because it helps identify where conflict occurs,
negative emotions and affective components, such as tension, suspicion, while taking into account the unique context of conflict in family firms.
annoyance, worry, and anger toward others. It also fosters perceptions of For example, a task conflict between two family members may occur
interpersonal resentment, aversion, and hostility (Cater et al., 2016). For during a board meeting, while a conflict that originates in the family
these reasons, relationship conflict is often referred to as “emotional domain may manifest not only in the workplace but also in more per­
conflict” (Sciascia et al., 2013b) or “affective conflict” (Ensley et al., sonal settings, such as the home. Each situation has different implica­
2007). There is broad consensus that this type of conflict is one of the tions for how the conflict is managed and resolved. In family firms,
most harmful (Kellermanns & Eddleston, 2004; Chirico et al., 2011). scholars have identified key contexts in which conflict is likely to occur,
Common assumptions about relationship conflict include: 1) it generates such as family meetings, board meetings, and organizational meetings.
a range of negative emotions that are typically absent in other types of These settings provide opportunities for actors to communicate and
conflict (Amason, 1996; Jehn et al., 1999; Kidwell et al., 2012); 2) it interact, potentially triggering conflict. Understanding where conflict
distracts members from organizational tasks, shifting the focus from occurs allows for a deeper analysis of its underlying dynamics and
work to conflict management (Jehn, 1997); 3) it tends to be prolonged causes. In addition, recognizing the different loci and their specific
and affects various aspects of family and business members’ lives characteristics is critical for effective conflict management in family
(Kellermanns & Eddleston, 2004). In addition, it can damage relation­ businesses. By fostering open communication and adopting tailored
ships among family owners (Eddleston et al., 2008) and leave lingering approaches based on the locus of conflict, family businesses can turn
negative feelings (Ensley & Pearson, 2005). potential conflict into a catalyst for positive organizational outcomes.
Task conflict refers to “disagreements about the content of the tasks
being performed, including differences in viewpoints, ideas, and opin­ 3.4. Conflict motives: The why
ions” (Jehn, 1995, p. 258), and is often equated with cognitive conflict,
which is task-oriented (Amason, 1996; Forbes & Milliken, 1999). In the Understanding the origins of conflict is critical to improving our
family business literature, task conflict typically concerns the tasks and ability to manage and prevent destructive conflict while fostering pro­
goals of the family business (Kellermanns & Eddleston, 2004), and often ductive discussion. The “why” of a conflict delves into its nature and
occurs within groups such as the top management team or the board of seeks to uncover its underlying causes. While identifying the roots of
directors (Bettinelli et al., 2022; Zattoni et al., 2015). On the one hand, conflict is no easy task, it is essential to both theory and practice. As
task conflict can be beneficial because it can improve decision-making suggested by family business practitioners (Levinson, 1971) and
by generating new insights and diverse perspectives (Ensley & Pear­ explored in other fields such as political science (Van Evera, 1999;
son, 2005). On the other hand, scholars acknowledge that it can prolong Waltz, 2018), understanding the motivations behind conflict is key to
decision-making processes and reduce the ability to quickly adapt to and effectively addressing it. In particular, political science offers various
exploit new opportunities, which is a hallmark of many family firms frameworks for classifying conflict motives, which can serve as a valu­
(Spriggs et al., 2013). able reference for better categorizing the causes of conflict in family
Process conflict refers to disagreements about the logistics and re­ businesses. Van Evera (1999) explains that certain political elements,
sponsibilities of task performance, specifically how the work should be such as overestimating the likely outcome of a war, perceiving a
done and by whom (Jehn, 1997; Jehn & Bendersky, 2003). Like task first-strike advantage, believing that conquest could lead to further

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gains, or recognizing favorable conditions such as weak defenses, static but evolves over time through processes that can lead to escalation
valuable resources, or advantageous terrain, can explain why conflict (Friedman & Currall, 2003), spillover effects (Jehn et al., 2013), or
erupts between two states. These ideas can be adapted to the family eventual resolution (Rubin et al., 1994). Nicholson (2008) made a
business context, where family members may make assumptions about notable attempt in this direction, linking family business dynamics to
the outcomes and benefits of initiating conflict. For example, siblings principles of evolutionary psychology, explaining that family conflicts
who are overly optimistic about their chances of inheriting control of the dissipate or intensify over time. This evolution is often triggered by
family business may provoke conflict with other siblings, believing that significant events, such as children reaching adulthood or the
they will ultimately prevail and gain full ownership. This could be complexity of the succession process. Indeed, conflict within a family
driven by a perception of a “first strike” advantage, believing that taking firm is closely linked to the development of the business itself (Harvey &
preemptive action will give them the upper hand in securing their Evans, 1994) and evolves along with changes in the family structure
desired outcome. (Gersick et al., 1997).
Similarly, Waltz (2018) identifies several motivations for conflict in Furthermore, the way in which conflict unfolds and how individuals
political science, such as human nature (e.g., selfishness, mis­ respond to and perceive it in family businesses is highly variable,
perceptions), characteristics of states (e.g., ideology, economic struc­ involving both emotional and rational responses that influence the
ture), and the anarchic nature of the international system, where no escalation or de-escalation of conflict (Davis et al., 2010; Shah et al.,
overarching authority can enforce order or prevent conflict. These 2021). In the face of conflict, individuals may emotionally perceive it as
concepts can be applied to the family business context, where the human a personal threat, resulting in feelings of frustration, anger, or even hurt
nature of family members, the characteristics of the family business it­ – emotions that are often tied to personal and family relationships within
self, and the lack of an external authority to prevent conflict are key the organization. At the same time, rational responses involve the
drivers of conflict. For example, an autarkic family member driven by consideration of facts, data, and pragmatic problem solving. These
self-interest and a desire for greater personal wealth may initiate conflict different responses and perceptions are often intertwined, reflecting the
by demanding a greater share of the firm’s profits or ownership. This complex nature of conflict in family businesses, where personal and
may stem from misperceptions about their contributions or the value professional dynamics often intersect (Van der Heyden et al., 2005). In
they add to the business. In addition, if the family business lacks a clear addition, conflict may shift from one situation to another. For example,
leadership structure or established conflict resolution mechanisms, the conflict that initially arises at home may be brought into the business
lack of authoritative oversight can exacerbate the situation and make it due to the communication dynamics among family members (Sciascia
more difficult to reach a peaceful resolution. et al., 2013a). Conversely, conflicts that arise in the boardroom may
In family businesses, the roots of conflict are often deeply anchored reverberate at home or in other workplace settings. The family and
in the past, stemming from early socialization experiences of family business interconnectedness adds complexity to conflict and its man­
members or business decisions that have been tacitly accepted but not agement (Mismetti et al., 2023). Conflict does not follow a linear tra­
well received by certain family or non-family actors. These insights help jectory, but evolves in tandem with other circumstances, something that
identify the catalyst for conflict. A complex interplay of power dy­ both researchers and practitioners need to be aware of. For example,
namics, personal interests, and parental authority often shapes these conflict is not confined to a single locus or group (Van Bunderen et al.,
conflicts. These factors can range from seemingly simple strategic de­ 2018). Rather, it has the potential to spill over into other contexts,
cisions to more complicated processes such as leadership transitions or involving a shifting array of conflict configurations, types, loci, and
actual family disputes (Gordon & Nicholson, 2010). Such conflicts can motives.
even escalate into public scandals (Rondi et al., 2023), damage the Table 1 provides an overview of the conflict circumstances, exem­
family’s reputation (Mangiò et al., 2023), threaten the family legacy, plary references, and their implications in the family business domain.
and ultimately lead to business failure (Gordon & Nicholson, 2010). On
the other hand, issues such as nepotism and perceived injustice are often 4. Toward a comprehensive framework of family firm conflict
prevalent, especially when family members are seen as undeserving of
certain roles within the family business, as exemplified by the “Fredo We reflect on and critically examine existing conceptualizations of
effect” (Kidwell et al., 2012). At the same time, certain actions and conflict and offer an interpretive key for studying conflict in family
miscommunications can cause significant damage to the business and firms. Specifically, we present the framework outlined in Fig. 1.
escalate conflict (Mismetti et al., 2023). Understanding the root causes The framework offers several important contributions and benefits.
of conflict is essential, as it serves as a common thread for effective First, it integrates existing family business conflict categorizations based
conflict resolution and management. This approach fosters a deeper on conflict types with the actors involved, thus merging two distinct but
understanding and provides a clearer picture of the situation and its related vocabularies (Bettinelli et al., 2022). In addition, it bridges the
broader implications. fields of family business, organizational, management, psychology, and
Ultimately, identifying the true origins of a conflict is a complex political science to create a more comprehensive understanding of
challenge that requires a willingness to listen and a commitment to conflict. By linking conflict types (i.e., relationship, task, process) with
devote time to unbiased exploration and an objective assessment of the conflict configurations (i.e., dyadic, intragroup, and intergroup), and by
situation. While these aspects are often implicit in family business considering the loci, motives, and evolution of conflict, the framework
studies, they are critical to effectively unpacking the complexities of captures the complexity of family business dynamics. Family business
family business conflict. behavior is influenced by the socioemotional wealth of the actors
(Morgan & Gomez-Mejia, 2014) and their different interests and goals
3.5. Conflict evolution: The when and how (De Massis et al., 2013). The framework recognizes that the actors
involved – whether family members, extended family, or non-family
While the dynamic and temporal evolution of conflict is widely members – have unique characteristics and may have different percep­
recognized in the organizational literature (e.g., Friedman & Currall, tions of work processes, tasks, and social relationships (Haberman &
2003; Shah et al., 2021) and alluded to in seminal studies (Gersick et al., Danes, 2007; Renwick, 1975). By explicitly clarifying the groups and
1997), family business studies have traditionally paid less attention to individuals involved, the framework allows for a deeper understanding
this aspect. However, recent research has begun to explore this dimen­ of the different elements at play. We argue that to produce trustworthy,
sion, particularly in the context of succession and the emotions it gen­ reliable, and transparent research on family business conflict, all ele­
erates (e.g., Yezza et al., 2021), signaling a promising shift toward a ments of the framework should be considered whenever possible. This
more nuanced understanding of conflict in family firms. Conflict is not approach will not only advance the academic field, but also provide

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Table 1
A summary of conflict circumstances.
Conflict Dimensions Characteristics Main references Implications in the family business (FB)
circumstances literature

The who Conflict Conflict configuration points identified from the Böhm et al., 2020; Fiske, In FBs, the presence of family and non-family
configuration social science literature on team conflict with 2002; Humphrey et al., members can lead to specific types of dyadic,
points particular emphasis on the organizational 2017; Korsgaard et al., intragroup, and intergroup conflict
behavior, psychology, and management literature: 2008; Tajfel & Turner, 1979
dyadic, intragroup, and intergroup
The what Conflict type Conflict type conceptualizations borrowed from Jehn, 1995, 1997; Jehn & The categorization is widely accepted in the FB
the management literature: relationship conflict, Mannix, 2001 literature, which would benefit from specifying
task conflict, process conflict and defining the type of conflict examined
The where Conflict locus Conflict loci identified in the family business Bettinelli et al., 2022 FBs are characterized by more conflict loci than
literature: family, generational, board/TMT, other firms, including family and generational,
organizational as well as the involvement in governance and
organizational roles that are unique to family
firms
The why Conflict motive Conflict origins, roots, and causes borrowed from Levinson, 1971; In FBs, conflict motives and roots can be born
the political science literature and identified Van Evera, 1999; Waltz, within the family and can be traced back to the
through dialogue with practitioners 2018 past. While the facets are many, this aspect is
often implicit in FB studies
The when and how Conflict Conflict evolution at different moments and stages Friedman & Currall, 2003; The evolution of conflict has been largely
evolution of the business lifecycle, as suggested by Nicholson, 2008; overlooked in the FB literature. Conflict may
organization studies and seminal family business Shah et al., 2021 shift as family structures change and businesses
literature evolve

Fig. 1. A comprehensive framework of family business conflict.

valuable insights for family business owners, managers, and practi­ conflict with a non-family manager, other family members may support
tioners, and contribute to richer debates about conflict and conflict the CEO due to his/her power and status (Jennings et al., 2018).
management. Therefore, we emphasize the importance of considering the evolution of
Second, the framework highlights an often overlooked yet crucial conflict in family business research. Conflict is neither uniform nor
element for family business scholars: the evolution of conflict. Conflict is static, it evolves over time. Thus, we argue that adopting a dynamic
dynamic and changes over time. For example, dyadic conflict can perspective on family business conflict would benefit both the theoret­
escalate and spread to an entire group or team (Humphrey et al., 2017), ical understanding and practical application of conflict management in
while disputes between heirs (junior generation) can spill over to par­ the field.
ents (senior generation) or other family members. What starts in the Overall, adopting our approach would allow for a more in-depth
home can reverberate in the business and vice versa, potentially study of the complex and multilevel nature of conflict, particularly in
contaminating other parts of the workplace. It is not enough to analyze understanding its nuances. It would also help to refine, adapt, or develop
the level of conflict within a particular locus, such as the board of di­ appropriate conflict theories and measurement tools for empirical
rectors or the TMT. This approach fails to consider who is involved, the analysis. In doing so, we aim to bridge and integrate the various ap­
origins of the conflict, and the nature of the conflict itself. For example, proaches used in the family business conflict literature, while also
conflict within the board of directors does not automatically mean that incorporating concepts that have been overlooked in the field.
all board members are equally affected. The dynamics and consider­
ations are very different when only two individuals are in conflict versus
ten. Understanding the actors involved, the roots of the conflict, and the 4.1. Illustrative examples of conflict in family firms
specific object of the conflict is essential to fully grasp its complexity.
The same can be said for the type of conflict, the actors involved, and the To highlight the usefulness and applicability of our framework, we
potential for contagion. For example, if a family CEO is involved in a complement the theoretical development with an analysis of three
illustrative examples (Packalen, 2007; Vogel, 2017). These vignettes are

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not intended to be exhaustive case studies, but rather real-world sce­ over into the company and affected the entire organization. As a result,
narios illustrating the key elements of our family business conflict executives and managers found themselves in difficult positions, often
framework. Through these examples, we clarify how our theoretical caught in the middle of father-son disagreements over strategic de­
concepts apply to practical family business contexts (De Massis et al., cisions. For example, Thomas Jr. became frustrated with the quality of
2016), bridging the gap between theory and practice, and providing operations and questioned the effectiveness of the company’s research
valuable insights for both family business scholars and practitioners. and development. In response, his father called the vice president of
Specifically, by integrating these concepts, family business scholars can engineering and demanded the truth, placing him in the crossfire of the
conduct more comprehensive research on conflict in family firms, and family conflict (Tedlow, 2003). In another case, Thomas Jr.’s brother
practitioners can work with family business leaders to manage conflict was drawn into the ongoing power struggle when he was given more
more effectively and appropriately. responsibility and put in charge of IBM World Trade. Thomas Jr.
Natuzzi: Incompatibility between the family business founder and strongly objected to this decision. The conflict continued to escalate,
non-family CEOs. Natuzzi, a renowned Italian brand with a leading culminating on the day Thomas Jr. was officially named president of
global presence in the furniture industry, was founded in 1959 by Pas­ IBM (Ziegler, 1990; Tedlow, 2003). This example illustrates the dy­
quale Natuzzi. The company specializes in manufacturing and retailing namics of a relationship conflict driven by personal animosities (what)
high-quality, stylish furniture designs (Businesswire, 2022). In the early and rooted in the emotional clash of personalities (why). The conflict
2000s, Natuzzi faced significant challenges, including several manage­ arose between two family members (dyadic – who) within the family
ment changes. During this period, Pasquale Natuzzi made the pivotal system, but soon spread to the business (where). The conflict between
decision to step back from day-to-day operations, assuming the role of these family members had a significant impact on both the family and
chairman and appointing a series of non-family CEOs. Seeking to take the business dynamics (evolution), affecting the organizational pro­
the company to a new level of success, Natuzzi hoped that bringing in cesses, work environment, strategic decision-making, and the evolution
qualified professional CEOs would bring fresh perspectives. This deci­ of IBM as a whole.
sion marked a substantial departure from the company’s historical Aldi: A cultural clash. Aldi is a global retail chain with more than
strategic practices, as it was the first time the founder had delegated 2300 stores in the US and 12,000 stores worldwide (Smith, 2023). Aldi
significant responsibility and authority to individuals outside the family offers a select number of private label products and as a company has
(Condosta, 2018). However, the attempt to separate ownership and been defined as an “efficiency perfectionist” (Zellweger, 2017, p. 195).
management by appointing external professional CEOs did not produce Aldi’s owners, the Albrecht family, have long kept a low profile and
the desired results. Ernesto Greco, who served as CEO of the Natuzzi lived modestly. Theo Albrecht, one of the founders, had two children,
Group from 2006 to 2007, found the position very challenging and Berthold and Theo Jr., the heirs to Aldi Nord.2 A family dispute over the
eventually resigned for both personal and professional reasons control of Aldi Nord arose several years ago when Babette, Berthold’s
(Furniture Today, 2007). Pasquale Natuzzi expressed that the external wife and their five children discovered that their influence within the
managers who resigned did not understand the unique relationship family foundation that manages the family’s assets had been limited. In
between the family business and the territories in which it operates. 2010, Berthold approved a change in the foundation’s charter that
According to him, the company had a social responsibility as well as a reduced the power of Babette and his heirs. This decision was later
financial mission, and moving production facilities abroad was not an reaffirmed by Berthold’s mother, Cilly, who stipulated in her will that
option (Condosta, 2018). Consequently, in 2008, Aldo Uva was Babette and her children would have no future role in the company
appointed CEO of the Natuzzi Group, with the full support of Pasquale. (Connolly, 2019). While the Albrecht family generally refrained from
However, Uva’s tenure was short, lasting only nine months (Doria, making public statements, Theo Jr. broke a decade-long silence to
2009), after which Pasquale Natuzzi, confident in his own expertise to publicly explain the disagreements between him and his sister-in-law
lead the company, decided to reclaim the CEO position and temporarily Babette (Dawkins, 2020; ICMR, 2021). Babette was reportedly accused
stop hiring external CEOs (Condosta, 2018). This example reflects a of breaking family rules by spending millions on vintage cars and art
common pattern found in many family businesses that seek to separate after Berthold’s death. In 2020, a similar accusation was made against
ownership from management. In such cases, the strong presence of the her by one of Berthold’s sons (Dawkins, 2020). The dispute appears to
family owner – often the founder – continues to exert significant influ­ have been resolved following significant changes in the governance of
ence over management decisions, while external managers struggle to the family foundation (Cullen, 2023). The conflicts arose between
fully understand the values and culture of the family business (why). Berthold’s original family – including his mother Cilly and brother Theo
This results in conflicting perspectives in strategic management discus­ Jr. – and Berthold’s immediate family, consisting of his wife Babette and
sions and decisions (where). The conflicts typically arise from differing their children. These conflicts were both intergroup, involving Theo Jr.’s
views of roles, power dynamics (process conflict – what), and opera­ and Babette’s families, and intragroup, as evidenced by one of Babette’s
tional approaches (task conflict – what), creating significant challenges son’s recent accusations against her (who). The disputes can be classi­
for external managers in navigating these tensions. The situation rep­ fied as task and process conflicts because they revolved around different
resents a dyadic interaction between the family owner-founder and approaches to managing the family’s wealth. Over time, these conflicts
non-family CEO (who), with the potential for these conflicts to spill over escalated into relational conflicts (what), such as when Babette’s family
and affect the broader management team over time (evolution). was excluded from attending Cilly’s funeral. The primary locus of these
IBM: A family affair between senior and junior generations. IBM is disputes was the family foundation that controls Aldi’s and the family’s
a US-based multinational technology company founded in 1911. The wealth (where). The root of the conflict lies in different cultures and
company quickly established itself as a leader in information technology values surrounding wealth management, as well as different perceptions
and expanded globally under the leadership of the Watson family. of tycoon status (why). The conflict began in 2010, when Berthold
However, the company’s history has been marked by significant internal approved changes to the foundation’s bylaws that reduced the power of
family conflicts (Weil, 1994). In particular, the generational conflicts his wife and children, continued in 2016, when Theo Jr. publicly
between the father, Thomas J. Watson Sr., and his son, Thomas J. opposed Babette, and evolved in 2018, after the death of Babette’s
Watson Jr., became notorious. These conflicts were intense, personal, mother-in-law (evolution).
and sometimes escalated into physical confrontations, resulting in
destructive behavior within the family (Davis, 1990). According to
Thomas Watson Jr., the source of these conflicts lay in the contrasting
personalities of the two men, each attempting to change the other ac­ 2
Aldi Nord and Aldi Süd operate as separate entities, both financially and
cording to his own vision. What began as a family dispute soon spilled legally.

6
M. Mismetti et al. Journal of Family Business Strategy 16 (2025) 100660

5. Discussion and implications Johnson, 2006). In particular, the analysis of real cases underscores the
dynamic nature of conflict and the importance of understanding its
The aim of this study is to advance the conceptualization of conflict evolution. Conflict can escalate in different ways, increasing its impact
by considering its multidimensional nature. Through an analysis of the and complicating its management. Examining how each conflict
literature and real-world cases, we have developed a framework that circumstance evolves over time provides deeper insights into its evolu­
identifies key dimensions of conflict – the who, what, where, why, when, tion. For example, the illustrative cases reveal different patterns of
and how – that are relevant in the context of family firms. conflict escalation. At Aldi, the conflict escalated in terms of what was at
This framework makes a significant contribution by integrating in­ stake, moving from task and process to relationship conflict. In contrast,
sights from different literature streams and providing a holistic the conflict at IBM was personal from the start, but evolved significantly
perspective on family business conflict that accounts for its multidi­ in terms of who and where, starting as a dyadic conflict (between father
mensional nature. The framework was developed through an in-depth and son) confined to the family, and eventually expanding to include the
analysis of both the family business conflict literature and broader firm.
conflict studies, incorporating useful categorizations and dimensions of Overall, the framework and illustrative examples presented in this
analysis. While some of these concepts have been previously adopted in study contribute significantly to the conceptualization of conflict in
family business research, others have been relatively overlooked. Spe­ family firms and highlight the family business field as a promising
cifically, the framework incorporates key dimensions that are widely context for conflict research. Family business studies can reveal typical
recognized in the study of family business conflict. First, it incorporates sources of conflict and their organizational consequences. Moreover, the
the where, which is consistent with the categorization of conflict loci in unique importance of the family locus, combined with the distinctive
family firms (Bettinelli et al., 2022). Second, it incorporates the what, dynamics of family firms, provides valuable insights into the complex,
which refers to conflict types, a conceptualization borrowed from the multidimensional nature of conflict and its evolution. The analysis of
management field (Jehn, 1995, 1997; Jehn & Mannix, 2001), but now conflict circumstances highlights the nuanced nature of conflict and
widely used in family business research. Third, the framework integrates provides opportunities to explore its heterogeneity and evolution over
the who, which distinguishes between dyadic, intragroup, and inter­ time. Specifically, the framework advanced in this study demonstrates
group conflict. This categorization originated in social science research that family firms are a compelling context for examining how specific
(Tajfel & Turner, 1979; Humphrey et al., 2017; Böhm et al., 2020) and is conflict circumstances influence the evolution of conflict. Furthermore,
particularly useful for analyzing the unique dynamics of conflict in the the framework provides a basis for understanding how contagion effects
family business context. The framework also includes dimensions that and conflict management efforts can affect different dimensions of
are recognized as important in the conflict literature but have been conflict.
relatively underexplored in the study of family business conflict. First
the why, which refers to the motives behind the conflict. This dimension 5.1. Implications for practice
has been emphasized in family business research (e.g., Gordon &
Nicholson, 2010; Kidwell et al., 2012) as well as in studies of conflict in This study has both theoretical and practical implications, as our
other complex contexts, such as political science (e.g., Van Evera, 1999). framework provides a valuable tool for researchers and practitioners
Second, the when and how address the temporal evolution and dynamics alike (Van de Ven & Johnson, 2006). From a practical standpoint, the
of conflict, aspects that warrant further investigation in the family framework can assist family firms and external consultants in analyzing
business context, also drawing on other disciplines, such as psychology existing conflicts to better understand their nature, scope, and evolution.
(Nicholson, 2008). Mapping the who, what, where, why, when, and how of conflict is
Our analysis of conflict circumstances has revealed specific charac­ essential for both those directly involved and those mediating the con­
teristics of family firms that are particularly relevant to the emergence flict. As such, the framework can help advisors and family business
and development of conflict. First, family firms have more conflict loci members define conflict in a systematic and pragmatic way, which is
than other firms because they experience unique sources of tension, such critical to building common ground and facilitating constructive dia­
as family and inter- or intragenerational conflicts. In addition, the logue aimed at finding potential solutions.
inherent nature of family firms adds a layer of complexity to conflict and Analyzing the types of conflict (the what) using this approach is
its dynamics. This complexity stems from the multiple interrelated levels valuable for practitioners and family business members because it helps
(ownership, business, and family) at which interpersonal relationships them distinguish between the different objects of conflict and to assess
are formed and operate. This can lead to potential inter- and intragroup whether they are beneficial or detrimental. While conflict is often
conflicts also in other loci, such as the board of directors or TMT, where perceived negatively, certain types can have positive effects. For
the presence of both family and non-family members can create fault­ example, process conflict can promote the evaluation of different op­
lines, i.e., “hypothetical dividing lines that may split a group into sub­ tions (Morgan & Gomez-Mejia, 2014), and task conflict can improve the
groups based on one or more attributes” (Lau & Murnighan, 1998, p. quality of decisions (Zattoni et al., 2015). These types of conflict should
328; Bettinelli et al., 2023). In addition, family firms may encounter not be avoided altogether, but rather managed effectively. In contrast,
unique situations and actors that create or become involved in conflict. more harmful forms of conflict, such as relationship conflict, should be
For example, conflicts may arise during family meetings or in domestic carefully managed (Kellermanns & Eddleston, 2004; Ensley & Pearson,
settings, potentially drawing family members outside the firm into the 2005; Chirico et al., 2011).
dynamic. Similarly, some conflict motivations may originate outside the Identifying the motives (the why) and the scope of conflict in terms
business context, arising within the family but eventually spilling over of the actors (the who) and loci (the where) is critical to determining
into the business domain. areas of intervention and appropriate conflict management strategies.
Another key contribution of this study is the development of a tool For example, conflicts that originate within the family and involve
for understanding and analyzing the complexity and diversity of con­ family members with and without a role in the business may eventually
flicts in family businesses. By applying the framework to real cases – spill over into conflicts at the firm-level, affecting the board/TMT or
such as the illustrative examples presented as vignettes in this paper – organizational dynamics. Such conflicts cannot be effectively addressed
we have further refined the framework, identified all relevant di­ by focusing solely on the firm; they require interventions that draw on
mensions of analysis, and clarified how theoretical concepts can be different expertise, such as a coach or family mediator, and may need to
practically applied. This showcases how the conflict circumstances include other family members involved in the dispute.
outlined in the framework can serve as a valuable resource for both Finally, this framework allows for an analysis of both the past and
scholars and practitioners in analyzing real-life situations (Van de Ven & potential future development of conflict (the when and how).

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M. Mismetti et al. Journal of Family Business Strategy 16 (2025) 100660

Table 2
Opportunities for future research on conflict in FBs and application of the framework.
Dimensions highlighted by the Research gaps Future research directions Examples of applications of the framework
analysis and research lines

Relevance of different circumstances 1. Studies often do not explicitly define 1. Adopt the conflict circumstances • Use the conflict circumstance of the framework
in defining and analyzing conflict the nature of the conflict analyzed or framework as a guiding tool to define the object of study and the
in FBs classify it in relation to only one boundaries of the research
circumstance. • Use the categorizations synthesized in the
framework to explore the nuanced nature of
each conflict circumstance
• Analyze the different conflict circumstances in
holistic studies of conflict
Conflict evolution 2. Several studies focus on the drivers 2. Conduct longitudinal studies on conflicts • Examine how each conflict circumstance
and outcomes of conflict in FBs, but less in FBs, using the framework to study the evolves over time
attention is paid to the dynamics of evolution of the various conflict circumstances • Investigate whether and how the evolution of
conflict. over time one conflict circumstance affects the evolution
of other circumstances
• Investigate which forms of escalation make it
more difficult to manage the conflict
Multifaceted nature of conflict: each 3. Studies on conflict in FBs have only 3a. Apply theories from other disciplines • Draw on micro-foundations to capture the
conflict circumstance corresponds partially drawn on other disciplines to impact of individual characteristics on conflict
to different possible conflict study the heterogeneity of conflict. 3b. Develop multidisciplinary studies • Explore the possibility of borrowing from
configurations psychology, political science, sociology,
education, and learning theories
• Learn from dialogue with other disciplines
Complexity and multilevel 4. Prevalence of quantitative studies 4a. Use methodological approaches that allow • Adopt network configurations
dimension of conflict focusing on one configuration of considering different conflict circumstances • Experimental design
conflict. • Observation
• Use historical research methods
• Collaborate with advisors and mediators
• Mixed methods and interdisciplinary
approaches
​ 4b. Improve the measurement of conflict • Apply new approaches, such as the social
network approach
• Develop new measures of intergroup and
intragroup conflict
• Measure conflict from the perspective of
different actors (e.g., family and non-family,
different generations, or all the different in­
dividuals involved)

Consultants, family business members and professionals can use the (Handler, 1994), without specifying whether the conflict is personal and
framework to think about how the actors and groups involved in the emotional (i.e., relationship), or task and process-related (e.g., Fernán­
conflict may change over time, as well as how the loci and situations dez-Roca et al., 2014), and where it manifests or under what circum­
may shift. For example, conflicts that begin within the family may stances. The extent and object of the conflict are also often unclear.
evolve into board or organizational conflicts, and vice versa. Similarly, The framework developed in this study provides a valuable tool for
one type of conflict (e.g., task or process) may escalate into more researchers studying conflict in family firms. It highlights the di­
damaging forms (e.g., relationship conflict). Understanding the evolu­ mensions that are critical for defining the scope and focus of a particular
tion of a particular conflict helps identify its triggers and enhances the study. In addition, by analyzing how each conflict circumstance may
ability to develop solutions that manage the conflict and prevent it from manifest in family firms, the framework provides guidance on how to
escalating into a destructive dynamic. explore specific types or loci of conflict in greater depth, taking into
account the nuances of the actors, relationships, situations, and under­
lying motives. The identified circumstances also serve as a reference
5.2. Implications for theory and future research
point for future research aimed at examining conflict in family firms
from a holistic perspective, addressing multiple dimensions of conflict.
The framework presented makes a valuable contribution to theory in
This approach could be particularly useful, for example, in case studies
the family business and conflict management domain. By identifying
that seek to explore in depth the dynamics of conflict in a family business
relevant conflict circumstances, it improves the conceptualization of
context.
conflict and provides a basis for future theoretical development and the
The framework serves as a tool that can be used throughout the
design of empirical studies. As summarized in Table 2, the findings and
research design process in any study that focuses on conflict in family
framework provide insights and guidance for future research, high­
firms. For studies that aim to provide a comprehensive understanding of
lighting promising directions that build on and extend previous studies
conflict within a family business, the framework provides guidance on
(Bettinelli et al., 2022; Kubíček & Machek, 2020; Qiu & Freel, 2020).
all the relevant circumstances that need to be examined, along with the
categorizations developed in the literature to analyze each aspect. For
5.2.1. Using the framework to guide research design
more focused studies, the framework can help define the specific object
Our study highlights the importance of recognizing the multidi­
of study and clarify which dimensions should be examined and which
mensional nature of conflict and ensuring that the specific conflict cir­
should be excluded. For example, if a study focuses on a particular
cumstances under investigation are clearly stated. In many cases, the
conflict locus (the where), it is crucial to make this focus explicit and to
literature on conflict in family firms does not explicitly consider the
define whether, with regard to that locus, the researchers will examine
different aspects of conflict, often referring generally to conflicts be­
one or more of the other conflict circumstances, such as type of conflict
tween individuals. For example, due to the unique nature of family
(the what), the nature of interactions (dyadic, intragroup, or intergroup)
firms, scholars often analyze conflict in the context of succession

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M. Mismetti et al. Journal of Family Business Strategy 16 (2025) 100660

(the who), and the underlying motives of the conflict (the why). family science and management research (e.g., Jaskiewicz et al., 2017;
Finally, the framework may be valuable for future research design Mismetti et al., 2023). Finally, an education and learning perspective
because it emphasizes the importance of certain circumstances (e.g., the can enhance our understanding of how different conflict resolution ap­
why) that have been overlooked in the family business conflict litera­ proaches (e.g., Rahim, 1983) can be effectively applied in family firms
ture. By highlighting these gaps, the framework suggests areas of con­ (Zellweger, 2017), as well as the contingencies that facilitate or hinder
flict research that remain underexplored and warrant further conflict-driven learning (Dijkstra et al., 2012).
investigation.
5.2.4. Methodological and measurement challenges for research
5.2.2. Using the framework to study the evolution of conflict circumstances Our framework emphasizes the need to analyze conflict at multiple
The framework developed in this study may also be valuable to levels, take into account all relevant conflict circumstances, and study its
scholars interested in studying conflict from a longitudinal perspective evolution. This approach may require going beyond methodological
as a tool for mapping how conflict evolves in each of the identified approaches and research designs typically used in the field. For example,
conflict circumstances. Research has often focused on the drivers and adopting network configurations could help researchers better explore
outcomes of conflict in specific contexts (Bettinelli et al., 2022; Kubíček the complexity of conflict dynamics, where individuals may perceive
& Machek, 2020), with less attention paid to the evolution of conflict different types and levels of conflict (Park et al., 2020). Experimental
over time and the effects of contagion and escalation that can increase designs also offer a promising avenue for studying conflict in family
the severity of conflict (i.e., when and how). However, understanding firms (Lude & Prügl, 2021), as well as in the fields of entrepreneurship
how conflict dynamics unfold is critical to improving the ability to (Hsu et al., 2017), management and leadership (Podsakoff & Podsakoff,
manage conflicts in family firms. As the illustrative examples in this 2019). Such approaches allow for the investigation of causal relation­
study demonstrate, the framework provides a lens for conducting ships and offer flexibility in design choices based on the nature of par­
in-depth and detailed analyses of conflicts and their evolution. As each ticipants. Given the complexity and significance of conflict dynamics,
conflict circumstance may change over time, this approach allows for a historical research methods could also be effectively applied to explore
nuanced understanding of the potential escalation and contagion the roots, contextual conditions, causal relationships, and processes that
processes. shape conflict in family firms (Kipping & Üsdiken, 2014; Vaara &
To better understand the complexity surrounding the emergence and Lamberg, 2016). From this perspective, it would also be valuable to
development of conflict in family firms, future research could examine examine how individuals, groups, and family firms draw on past expe­
the interrelationships among the conflict circumstances identified by the riences with conflict and conflict management to interpret and manage
framework and whether and how the development of one conflict current conflict situations (Argyres et al., 2020).
circumstance affects the development of others. In addition, examining Last but not least, through observation and interdisciplinary ap­
how each conflict circumstance evolves over time could also help proaches, researchers can access rich and insightful data on various
investigate which forms of escalation are more harmful or difficult to interpersonal and organizational aspects (Myers, 2013; Nordqvist &
manage. Gartner, 2020). This approach can provide access to critical data and
events that often occur behind closed doors, such as conflicts, and shed
5.2.3. Research applying theories from other disciplines and light on their processes. In future studies, scholars could also collaborate
multidisciplinary studies with consultants and mediators who have unique access to the family
The proposed framework, highlighting the nuanced and complex business dynamics and the trust of family owners.
dynamics of conflict in family firms, suggests that a multidisciplinary The complexity of conflict also has implications for how it is
approach could significantly enhance our understanding of this phe­ measured. Conflict can be perceived differently by different individuals
nomenon. Drawing on theories from other disciplines would yield (Jehn et al., 2010). Consequently, the level of conflict in a team can vary
valuable insights and help advance research on conflict in family firms. depending on the individual surveyed and can be measured in multiple
Psychological approaches could provide insights into the dynamics ways (Shah et al., 2021). New methodologies, such as social network
of conflict in family businesses by examining the nature and behavior of approaches (Park et al., 2020), and a reconceptualization of how intra-
family members and key individuals (Pieper, 2010). Drawing on psy­ and intergroup conflict are measured would allow scholars to better
chological theories, such as those on individual attitudes and behaviors capture and understand the phenomenon of conflict and its evolution,
(Garcia et al., 2019; Mismetti et al., 2024), can shed light on how these not only in family firms, but in a broader range of organizational con­
factors change depending on the locus of conflict. For example, family texts. In the case of teams, scholars could consider the perspectives of
CEOs may exhibit different levels of openness to discussing ideas with different individuals involved in conflict situations. The field of family
board members depending on the composition of the board, particularly business provides an opportunity to empirically examine different per­
when both family and non-family members are present (Ensley & spectives on conflict, from older and younger generations, from blood
Pearson, 2005). Incorporating microfoundations into the study of family and non-blood family members, from non-family managers and em­
business conflict would allow for a deeper understanding of how the ployees, and from all the unique actors involved in family business
individual characteristics of family owners, CEOs, and successors in­ contexts (Daspit et al., 2021).
fluence conflict processes (De Massis & Foss, 2018). In addition, drawing
on the psychology literature could help explore whether the personality 6. Conclusions
traits, cognitive biases, and heuristics of key individuals in family
businesses play a role in the emergence and evolution of conflict, as well This article has highlighted the need to understand the complex
as their ability to confront and manage it (Kelleci et al., 2019; Rovelli nature of conflict in family businesses. The presence of family dynamics
et al., 2023). in these organizations adds layers of complexity to conflict, making it a
Political science studies can also provide insights into the complexity topic of both practical and academic importance.
of conflict in family firms, as politics involves the management of con­ Through the proposed framework, we aim to foster a deeper un­
flict between multiple parties and systems, and the forms of negotiation derstanding of family business conflict, promote theoretical precision,
and mediation needed to manage such conflicts (Zartman, 2007). and stimulate meaningful debate and research. By integrating insights
In addition, sociology of the family can provide valuable insights into from the family business, organizational, management, psychology,
the complexity and diversity of family firms, highlighting the potential political science, and conflict literatures, as well as from practitioners,
conflicts and their dynamics (Kushins & Behounek, 2020). Studying the our framework provides a holistic perspective on the conflict circum­
mutual influence between families and organizations can enrich both stances unique to the family business context. This integrative approach

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M. Mismetti et al. Journal of Family Business Strategy 16 (2025) 100660

not only bridges disciplinary divides, but also highlights often over­ involvement, and participative strategy affect performance. Strategic Entrepreneurship
Journal, 5(4), 307–326.
looked aspects of conflict, such as its evolution within and between
Chrisman, J. J., Chua, J. H., Pearson, A. W., & Barnett, T. (2012). Family involvement,
family business systems. We analyze and discuss three illustrative ex­ family influence, and family-centered non-economic goals in small firms.
amples of prominent family firms experiencing conflict to illustrate the Entrepreneurship Theory and Practice, 36(2), 267–293.
theoretical value and practical application of the framework. In doing Chrisman, J. J., Madison, K., & Kim, T. (2021). A dynamic framework of noneconomic
goals and inter-family agency complexities in multi-family firms. Entrepreneurship
so, we aim to advance current conceptualizations of conflict in the Theory and Practice, 45(4), 906–930.
family business literature and encourage more robust, transparent, and Chua, J. H., Chrisman, J. J., & Sharma, P. (1999). Defining the family business by
trustworthy contributions by considering the full range of conflict cir­ behavior. Entrepreneurship Theory and Practice, 23(4), 19–39.
Condosta, L. (2018). Natuzzi: The Italian harmony maker. Lid Publishing Limited.
cumstances. Indeed, our goal is to guide scholars in considering the full Connolly, K. (2019). Late ‘grand dame’ of Aldi clan sparks family feud with her will. The
range of implications from different disciplines, theories, and method­ Guardian. Retrieved from 〈[Link]
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Cullen, A. (2023). Feuding billionaire Aldi heirs put long-running dispute to rest. Irish
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manage conflict in family firms. Daspit, J. J., Chrisman, J. J., Ashton, T., & Evangelopoulos, N. (2021). Family firm
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stewardship perceptions in family business. Entrepreneurship Theory and Practice, 34
(6), 1093–1116.
Marco Mismetti: Conceptualization, Methodology, Formal analysis,
Davis, P. (1990). How Father-Son Battles Helped Shape Today’s IBM. Family Business
Investigation, Data curation, Writing – original draft, Writing – review & Magazine. Retrieved from: 〈[Link]
editing, Visualization, Project administration. Barbara Del Bosco: r-son-battles-helped-shape-todays-ibm-0〉.
Conceptualization, Methodology, Formal analysis, Investigation, Davis, P. S., & Harveston, P. D. (1999). In the founder’s shadow: Conflict in the family
firm. Family Business Review, 12(4), 311–323.
Writing – original draft, Writing – review & editing. Cristina Bettinelli: Dawkins, D. (2020). Billionaire Aldi family fortune to hit German Court as son sues mother
Conceptualization, Methodology, Formal analysis, Investigation, for embezzling funds: Reports. Forbes. Retrieved from 〈[Link]
Writing – original draft, Writing – review & editing. Alfredo De Massis: daviddawkins/2020/09/20/billionaire-aldi-family-fortune-to-hit-german-court-
as-son-sues-mother-for-embezzling-funds-reports/?sh=b6da93a121a4〉.
Conceptualization, Methodology, Formal analysis, Validation, De Massis, A., Audretsch, D., Uhlaner, L., & Kammerlander, N. (2018). Innovation with
Supervision. limited resources: Management lessons from the German Mittelstand. Journal of
Product Innovation Management, 35(1), 125–146.
De Massis, A., & Foss, N. J. (2018). Advancing family business research: The promise of
Acknowledgements microfoundations. Family Business Review, 31(4), 386–396.
De Massis, A., Frattini, F., Kotlar, J., Petruzzelli, A. M., & Wright, M. (2016). Innovation
We acknowledge that part of this research was funded by the Euro­ through tradition: Lessons from innovative family businesses and directions for
future research. Academy of Management Perspectives, 30(1), 93–116.
pean Union through the Project PRIN 2022 "Tradition-driven Innova­ De Massis, A., Kotlar, J., Campopiano, G., & Cassia, L. (2013). Dispersion of family
tion: Historical and Cultural Heritage as a Source of Innovation for ownership and the performance of small-to-medium size private family firms.
Italian firms" (2022HZBCEM- CUP I53D23002720008 - PNRR M4. Journal of Family Business Strategy, 4(3), 166–175.
De Massis, A., & Rondi, E. (2024). The Family Business Book. A roadmap for entrepreneurial
C2.1.1).
families to prosper across generations. Harlow, United Kingdom: Pearson FT.
Dijkstra, M., Beersma, B., & Cornelissen, R. A. (2012). The emergence of the Activity
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