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Balancing Family Relationships

Successful family businesses involve a delicate balance of sound business practices and family relationships. What can be done to avoid conflict amongst family members and sibling rivalry?
Total 28 articles in this section.
Pages: [1] . 2 . 3 Next >

Seven Rules For Working With Your Spouse

Wednesday 24 March 2010

Working with your partner brings a whole new meaning to the term ‘relationship skills’.

Managing The Family/Business Interface

Tuesday 4 March 2008

The organisational structure of family business is different to that of non-family businesses. The owner is part of a family and has a duty towards the welfare of the business and the family. This dual role can lead to conflict.

Profile Of Family Business Owners

Tuesday 12 February 2008

In Australia, the family business has existed for an average of 28 years (34 years in 2003). Information on the background of family business owners reveals that the average age is 55 years (53 years in 2003), ranging from 33 years to 80 years.

Transgenerational Entrepreneurship

Tuesday 22 January 2008

The key to long-term family business success lies in the ability to build and sustain an entrepreneurial family.

Clear Boundaries Make All The Difference For Family Business

Wednesday 15 August 2007

Since the same family members may be involved in both ownership and management of the family business, while others may only have one of these roles, in order to navigate effectively between family membership, ownership and management roles, it is necessary for a family enterprise to create clear differentiation and boundaries between them.

Dynamics, Emotions And Conflict In Family Business

Wednesday 15 August 2007

Many business difficulties stem from issues within the family. Since conflict is common, families in business should learn the best methods for resolving differences before they boil over.

Conflicting Hierarchies In Family Firms - Part 1

Friday 10 August 2001

The daughter or younger son who becomes head of the family business must struggle with both self-identity and changing family role expectations. In a sense, these problems of ambivalence, rivalry, and self-esteem arise because of two conflicting or incongruent hierarchies.

Conflicting Hierarchies In Family Firms - Part 2

Friday 10 August 2001

We will now turn our attention to how daughters and younger sons who become CEOs find it difficult to shake off their family ties to the bottom levels of the family hierarchy.

Conflicting Hierarchies In Family Firms - Part 3

Friday 10 August 2001

The restructuring of identity seems to be a pervasive pattern in a large proportion of younger sons or daughters in family firms, particularly when undergoing a process of succession.

Conflicting Hierarchies In Family Firms - Part 4

Friday 10 August 2001

Although help in restructuring hierarchies sometimes comes from within the family, as when a mother mediates on behalf of a younger son or a father voluntarily withdraws, help more often comes from the outside.

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