The impact of managers' personality on task and relationship conflict: The moderating role of family and non-family business status

被引：1
|
作者：
Calle, Maria Bernarda Guerrero [1 ]
Bollen, Katalien [1 ]
Sucozhanay, Dolores [2 ]
Euwema, Martin [1 ]
机构：
[1] Katholieke Univ Leuven, Dept Occupat & Org Psychol & Profess Learning, Leuven, Belgium
[2] Univ Cuenca, Fac Econ & Adm Sci, Dept Space & Populat, Cuenca, Ecuador
来源：
JOURNAL OF FAMILY BUSINESS STRATEGY | 2024年 / 15卷 / 03期
关键词：
Task conflict; Relationship conflict; Family firms; Personality; Managers; SOCIOEMOTIONAL WEALTH; LATIN-AMERICA; CORPORATE GOVERNANCE; INTRAGROUP CONFLICT; FIRMS; PERFORMANCE; WORK; BEHAVIOR; INVOLVEMENT; AGREEABLENESS;
D O I：
10.1016/j.jfbs.2024.100606
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
When it comes to organizational conflict in (small) family businesses, managers' personality has received little attention. We investigated the relationship between managers' personality traits (Big Five) and their perceptions of task conflict and relationship conflict in two types of firms (family vs. non-family business). We collected data from 103 managers in small firms (56 family firms and 47 non-family firms) in Ecuador. Our findings show that family firms have less relationship conflict compared to non-family firms. Managers' personality seems to play a key role in perceiving conflicts. Particularly, managers' openness and extraversion are related to less perceived conflict. Introverted managers in non-family businesses perceive more relationship conflict than those in family businesses. Implications for theory and practice are discussed.
引用
收藏
页数：13
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