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Conflict in family firms is more complex than it appears 

While all organizations face internal disagreements, conflict in family businesses is uniquely complex due to the intertwining of familial relationships with business roles. In these settings, disagreements are not only about strategy or operations—they are often deeply personal, shaped by emotional histories, generational dynamics, and long-standing power structures. 

Until now, much of the academic research on this topic has examined conflict in fragmented ways, focusing on isolated aspects such as succession or interpersonal disagreements. This new study seeks to address that gap. Drawing from disciplines including management, psychology, organizational studies, and political science, the authors propose a more integrated and multidimensional framework. 

A new framework to better understand family business conflict 

The researchers aimed to construct a robust and practical model for analyzing conflict in family firms—one that recognizes the unique social, emotional, and organizational factors at play. To do so, they developed a comprehensive framework structured around six fundamental questions: who is involved, what type of conflict occurs, where it takes place, why it arises, when it escalates, and how it evolves over time. 

This framework was not developed in isolation. The authors consulted a wide range of literature and conducted in-depth discussions with family members, advisors, and consultants. They also applied the model to real-world examples from well-known companies such as IBM, Aldi, and Natuzzi—each illustrating distinct patterns of conflict and its progression across family and business boundaries. 

“Developing this framework required bridging theory and practice. Our work as researchers and our engagement with families, consultants, and advisors helped us highlight how complex and context-dependent these conflicts really are.” points out Marco Mismetti.  

Advancing the theory and practice of conflict management in family firms 

This study contributes significantly to both academic understanding and practical approaches to family business conflict. For scholars, the framework offers a clear foundation for designing research that captures the complexity and evolution of conflict over time. For practitioners, it serves as a diagnostic tool to better understand the nature, causes, and potential consequences of conflict within their firms. 

The authors also emphasize the need for interdisciplinary research moving forward. Insights from psychology, sociology, political science, and education could enrich our understanding of how conflict emerges, escalates, and is resolved. Moreover, methodological advancements—such as longitudinal studies and network analyses—may help uncover the deeper patterns and triggers of conflict in family enterprises. 

Key research findings 

• Family business conflict is multidimensional and dynamic, often involving intersecting tensions across family, ownership, and organizational domains.
  • The study introduces a six-part framework—who, what, where, why, when, and how—that provides a structured lens for examining conflict in family firms.
  • Illustrative cases demonstrate how conflict can originate in personal disputes and evolve into strategic or operational crises, affecting both family relationships and business performance. 

Meet the researchers 

Marco Mismetti: House of Innovation, Stockholm School of Economics 

Marco.Mismetti@hhs.se 

Barbara Del Bosco: University of Milano-Bicocca 

Cristina Bettinelli: University of Bergamo 

Alfredo De Massis: Department of Business Administration and Management (DEA), D’Annunzio University of Chieti-Pescara; IMD Business School; Lancaster University; Institute of Family Business and Institute for Entrepreneurs, Zhejiang University