1991
DOI: 10.1111/j.1741-6248.1991.00021.x
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Penetrating the Cycle of Sustained Conflict

Abstract: Analysis of a family's chronic cycle of escalating and retreating from conflicts is a powerful tool for breaking the cycle, resolving conflicts, and improving relationships.

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Cited by 90 publications
(86 citation statements)
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“…There can also be difficulties in implementing the PE firm's chosen strategy, mismanagement, leadership inability, and difficulties with exit (MacMillan et al, 1985). These problems are tricky to deal with, especially for an outsider, because sources of conflict in family firms are complex and rooted in history (Haynes and Usdin, 1997;Kaye, 1991). Thus, H4.…”
Section: Agency Costs In Family Firmsmentioning
confidence: 95%
“…There can also be difficulties in implementing the PE firm's chosen strategy, mismanagement, leadership inability, and difficulties with exit (MacMillan et al, 1985). These problems are tricky to deal with, especially for an outsider, because sources of conflict in family firms are complex and rooted in history (Haynes and Usdin, 1997;Kaye, 1991). Thus, H4.…”
Section: Agency Costs In Family Firmsmentioning
confidence: 95%
“…Husbands and wives experience high tension in the area of making financial decisions, business goal decisions, transfer of farm, changing things in the farm operation, and problem solving (Danes & Amarapurkar, 2001). Tension and conflict management around these issues is a special concern to those within family businesses that wish to maintain the long-term viability of the business (Kaye, 2002). Although positive conflict can move the family business system toward its objectives and goals, sustained, unaddressed, or unresolved conflict can mire the system (Ward, 1997) and has further negative consequences for the emotional and economic well being of the individuals involved.…”
Section: Tensions In Farm Families Over Business Issuesmentioning
confidence: 97%
“…The family business culture exemplifies an environment in which the leader's personality and the corporate culture are closely linked. Succession is change, and this change precipitates the likelihood of a change in the basic cultural foundation of the company (Schein, 1983;Peay & Dyer, 1989;Kaye, 1991). The degree to which the culture is modified may hinge on the motivation for the succession, that is, planned retirement or unplanned sickness or the death of an older-generation member, as well as the length of time the succession process takes.…”
Section: Problems That Transpire Out Of Family Business Successionmentioning
confidence: 99%