Family Business and Multiple Levels of Conflict

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dc.contributor.authorMichael Harvey
dc.contributor.authorRodney E. Evans
dc.date.accessioned2016-01-14T19:52:58Z
dc.date.accessioned2016-03-30T15:33:04Z
dc.date.available2016-01-14T19:52:58Z
dc.date.available2016-03-30T15:33:04Z
dc.date.issued1994-12-01
dc.description.abstractFamily businesses are fertile fields for conflict. The influence of the founding families on the basic tenets and culture of the company may be unparalleled in business. When attempts are made to modify the family business as it progresses to another stage of development, conflict may arise. Due to the verlay of the company culture and individual family units, the means to resolve conflict becomes a very intricate process. This article examines a means to predict conflict relative to the phases of development of a family business. In addition, multiple levels of conflict are examined as well as the appropriate resolution process for the differing levels of conflict.en_US
dc.description.peerreviewYesen_US
dc.description.peerreviewnoteshttps://us.sagepub.com/en-us/nam/manuscript-submission-guidelinesen_US
dc.identifier.citationHarvey, M., & Evans, R. E. (1994). Family Business and Multiple Levels of Conflict. Family Business Review, 7(4), 331-348. doi: 10.1111/j.1741-6248.1994.00331.xen_US
dc.identifier.doi10.1111/j.1741-6248.1994.00331.xen_US
dc.identifier.urihttp://hdl.handle.net/11244/24994
dc.language.isoen_USen_US
dc.publisherFamily Business Review
dc.rights.requestablefalseen_US
dc.titleFamily Business and Multiple Levels of Conflicten_US
dc.typeResearch Articleen_US

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