Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context - Archive ouverte HAL Access content directly
Journal Articles ERJ, Entrepreneurship Research Journal Year : 2021

Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context

Hedi Yezza
Didier Chabaud

Abstract

Abstract This article aims to understand how emerging conflicts evolve and generate negative emotions during family firms’ succession process. Relying on previous research on emotional dissonance and conflict, we conduct a single longitudinal case study by interviewing the successor, the predecessor, and other family members in a family firm in the Tunisian context. The results show that emotional dissonance plays a critical role in conflict escalation between successors and predecessors. Family systems and cultural factors explain challenges in managing emotions; however, emotions associated with family events can facilitate the evolution of the succession process by resolving conflict. This study thus reveals how and why emotions and conflicts arise during the succession process.

Dates and versions

hal-03549722 , version 1 (31-01-2022)

Identifiers

Cite

Hedi Yezza, Didier Chabaud, Andrea Calabrò. Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context. ERJ, Entrepreneurship Research Journal, 2021, 11 (3), pp.219-244. ⟨10.1515/erj-2019-0294⟩. ⟨hal-03549722⟩
14 View
0 Download

Altmetric

Share

Gmail Facebook Twitter LinkedIn More