Managing Business Family Dynasties

Abstract

recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors, and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Theory of the third: A cybernetic approach to escalative conflict dynamics in business families

“…Further examples can be found about other family members which Witness the emergence of inexplicable and surprisingly intense conflict dynamics subsequent to the death of their rather discrete non‐managing mother (von Schlippe, 2014, p. 74). This observation is supported by Großmann (2014, p. 124ff), whose research on FB conflict dynamics suggests that it does not make a difference whether the disruptive event is (d1) the death or retirement of a family member or (d2) a problematic economic situation, or (d3) whether the event was expected and prepared for or not. Refer to procedural outside elements such as (e1) multi‐stage conflict management procedures (Rüsen et al, 2021, p. 99), (e2) family strategy processes (Rüsen et al, 2019) or (e3) conflict management approaches such as FB or BF mediation (Neuvians, 2011). …”

“…). External third elements that may resolve escalative dynamics include, inter alia, e1. Multi‐stage conflict management procedures (Rüsen et al, 2021, p. 99), e2. Established strategic family management tools (Rüsen et al, 2019) e3.…”

Within a mesh of expectations: Dealing with dilemmas in business families using systemic tools from family coaching

“…The resulting intergenerational pluralism and heterogeneity (Jaskiewicz et al, 2017; Zellweger et al, 2012) may cause friction within the family system, which cannot be solved by standard business management approaches as family firms are not merely business organizations but are also defined by a complex network of family relationships and ownership structures, and thus by the mutual interactions of a business, family, and the legal system (Combs et al, 2020; Pieper & Klein, 2007; Sharma, 2004). As family businesses are passed down through the generations, these intersystemic interactions become increasingly complex (Kleve, Köllner, et al, 2020; Rüsen et al, 2021; Zellweger et al, 2012). Added to this complexity are additional changes in (self‐)concepts of what it means to be a family (Koellner, 2023).…”