Feuding Families: When Conflict Does a Family Firm Good

By Franz Willi Kellermanns, K. Eddleston. 2004

643 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4ef04e20292726a646a54569f027071f5f1cba2c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Does Family Involvement in Management Reduce the Risk of Business Failure? The Moderating Role of Entrepreneurial Orientation (2016, background): “Within the family firm, such conflict may easily expand from professional to personal and familial relationships (Chirico et al., 2011; Kellermanns & Eddleston, 2004), giving rise to animosity and personal antipathies (Jehn, 1995), and obstructing debate and collaborative exchanges of divergent…”
Innovativeness in family firms: a family influence perspective (2010, background): “Such a view, however, is in contrast to research that portrays family firms as prone to conflict (e.g., Kellermanns and Eddleston 2004; Levinson 1971) and agency costs (e.g., Chrisman et al. 2007; Schulze et al. 2001), problems that are not conducive to shared risk-taking and family firm…”
Family Firm Heterogeneity: A Definition, Common Themes, Scholarly Progress, and Directions Forward (2021, background): “However, given the coupling between the family and firm, negative emotions within the family are more likely to spill into the firm with potentially deleterious effects (Kellermanns & Eddleston, 2004).”
Parental role models and the decision to become self-employed: The moderating effect of personality (2012, background): “…on entrepreneurial families has found that family dynamics such as conflict, parental authority, and control change from generation to generation (Kellermanns and Eddleston 2004) and influence whether children decide to take over the family business of their parents or not (Kets de Vries 1993;…”
Entrepreneurial orientation in family firms: the case of the hospitality industry (2018, background): “Third, it would be an interesting avenue for future research to focus on a heterogeneous entrepreneurial behaviour of different types of family firms such as founder- and later-generation firms (Kellermanns & Eddleston, 2004; Peters et al., 2012).”
The Family Climate Scales—Development of a New Measure for Use in Family Business Research (2007, background): “Kellermanns and Eddleston (2004) suggest that relationship conflicts in family firms are moderated by the degree of altruism among family members.”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “…the negative effects of antagonism and feuds on the family firm’s viability, hence prompting them to guard against nascent conflicts and to find ways to reduce them, such as through family meetings or external support from trusted advisors (Kellermanns & Eddleston, 2004; Salvato & Corbetta, 2013).”
Conflict, Participative Decision‐Making, and Generational Ownership Dispersion: A Multilevel Analysis* (2008, positive): “, Corbett 2005; Lumpkin and Lichtenstein 2005; Kellermanns and Eddleston 2004; Barringer and Bluedorn 1999), other conflict can damage the harmony and relationships of family members in the family firm (Kellermanns and Eddleston 2004).”
Trends in family business research (2013, background): “Future research should also examine the influence of conflict on performance through longitudinal studies, particularly during times of succession (Kellermanns and Eddleston 2004); this analysis may explain why only some family firms are successfully managed across multiple generations.”