scholarly journals Research on Social Capital and Conflict Management Mechanism of Family Business’s Top Management Team

2013 ◽  
Vol 9 (11) ◽  
Author(s):  
Jie Lu ◽  
Xiajuan Xie ◽  
Mengyun Wu
Keyword(s):  
Social Capital ◽  
Conflict Management ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Management Mechanism

Conflict coping strategy evolution of top management team members in China’s family enterprises

2018 ◽  
Vol 12 (2) ◽  
pp. 246-267 ◽  
Author(s):  
Mengyun Wu ◽  
Linrong Zhang ◽  
Muhammad Imran ◽  
Jie Lu ◽  
Xinting Hu
Keyword(s):  
Sustainable Development ◽  
Conflict Management ◽  
Coping Strategies ◽  
Coping Strategy ◽  
Top Management Team ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Family Enterprises ◽  
Conflict Level

PurposeConflicts among top management team (TMT) members have a significant impact on sustainable development of family enterprises in China. The complex attributes of different kinds of conflicts in a TMT have dual effects on firm performance and its stability. Thus, avoiding conflicts in a TMT through a systematic conflict management strategy is very important. This paper aims to therefore investigate how to maximize the performance and income level of the TMT in family enterprises through managing conflict systematically, while adopting the best conflict coping strategies.Design/methodology/approachIn this study, the authors apply conflict coping strategies as a useful tool of conflict management and propose five kinds of dynamic conflict coping strategies among TMT members. Repeated game and multi-agent simulation by computer experiment are used to dynamically simulate the rules and evolution of individual conflict coping strategy choices.FindingsIt is found that with the passage of time, different conflict coping strategies have different effects on earnings of individuals and teams at different conflict levels. It is also revealed that conflict coping strategies affect not only the earnings of individuals and teams but also their distribution; it also reflects the conflict level in TMT of a family enterprise but in reverse.Originality/valueThis study contributes to the existing literature on conflict management in relevance to the choice and revolution of conflict coping strategies in a Chinese business culture context. It focuses on strengthening the unity and cooperation of TMT members. Controlling the conflict level of TMT members at a reasonable level, investigating the primary cause of conflict and identifying its nature lead to better performance of the TMT and the sustainable development of Chinese family enterprises. Based on these outcomes, different conflict coping strategies can be appropriately used to solve TMT conflicts.

Family involvement in top management team: Impact on relationships between internal social capital and innovation

2016 ◽  
Vol 23 (1) ◽  
pp. 136-162 ◽  
Author(s):  
Valeriano Sanchez-Famoso ◽  
Amaia Maseda ◽  
Txomin Iturralde
Keyword(s):  
Social Capital ◽  
Family Involvement ◽  
Family Firms ◽  
Structural Model ◽  
Top Management Team ◽  
Management Team ◽  
Family Group ◽  
Top Management ◽  
Family Social Capital ◽  
Family Involvement In Management

AbstractResearch on innovation in family firms has been increasing recently; however, the results are mixed, especially for non-listed firms. Based on internal social capital, we explore whether the relational antecedents of innovation are contingent on family involvement in management. Using a sample of 172 Spanish family small and medium-sized enterprises – an organisational form with prominent social and emotional factors – we test a structural model that examines the influence exerted by family involvement in the top management team on the relationships between innovation and internal social capital – in the form of family social capital and non-family social capital (family group and non-family group, respectively). The empirical findings obtained using the partial least squares technique show the importance of family involvement in management in such relationships in family firms. Family involvement in management was found to have negative effects in the relationship between internal social capital and innovation.

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