When grandpa is also the CEO: Resolving conflicts in family-owned businesses

Abstract

Some of the same aspects of family-owned businesses that can give them a competitive advantage are also the factors that contribute to the high levels of destructive conflict that often occur in them. For example, close family ties can contribute to strong bonds of trust and cooperation, but they also can add emotional fuel to the fire when conflicts arise. Barney Jordaan argues that the best cure for these conflicts is prevention— through establishing basic family governance structures and, failing that, dispute resolution processes that are sensitive to the distinctive dynamic and singular needs of a family-owned business.