2025/11/16 by Gauri Unnithan, Frieder Lempp, Martin Storme +2
Business, Management and Accounting · Social Sciences · Psychology · #Family Business Performance and Succession #Work-Family Balance Challenges #Coaching Methods and Impact
paper · doi:10.34891/z2wn-y037
This interview study examines the causes, management strategies, and consequences of conflict in Indian family businesses. Given the prominent role these businesses play in India’s economy, the research aims to understand how conflicts stemming from familial and professional dynamics affect both relationships and business outcomes. The study analyses data from semi-structured interviews with 22 senior managers of family-run enterprises. Participants were selected based on their managerial roles, familial involvement, and direct or observed experiences of conflict. Thematic analysis was employed to identify patterns and insights. Key drivers of conflict include generational differences, unclear roles, ineffective communication, and succession challenges. Emotional and operational consequences were observed, ranging from strained family relationships to missed innovation and growth opportunities. Collaborative conflict resolution strategies were identified as the most effective, while avoidance and accommodating styles were prevalent in hierarchical settings. This research bridges the gap between family business studies and organizational conflict theory, offering insights specific to the cultural and generational dynamics of Indian family businesses. Further, it extends Rahim’s conflict management framework by contextualizing it within the Indian economy. The study advocates for the adoption of governance frameworks, transparent succession planning, mediation, and conflict resolution training tailored to family businesses. Proactive conflict management can enhance relational harmony, operational efficiency, and innovation, ensuring the long-term sustainability of Indian family enterprises.