Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context
Author:
Affiliation:
1. EDC Paris Business School , Courbevoie 92415 , France
2. Chaire ETI, IAE Paris-Sorbonne Business School , Paris , France
3. IPAG Entrepreneurship and Family Business Center, IPAG Business School , Nice , France
Abstract
Publisher
Walter de Gruyter GmbH
Subject
Management of Technology and Innovation,Strategy and Management,Business and International Management
Link
https://www.degruyter.com/document/doi/10.1515/erj-2019-0294/pdf
Reference122 articles.
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2. Afsar, B., S. Cheema, and M. Masood. 2017. “The Role of Emotional Dissonance and Emotional Intelligence on Job-Stress, Burnout and Well-Being Among Nurses.” International Journal of Information Systems and Change Management 9 (2): 87–105. https://doi.org/10.1504/ijiscm.2017.087952.
3. Ahrens, J.-P., A. Calabrò, J. Huybrechts, and M. Woywode. 2019. “The Enigma of the Family Successor-Firm Performance Relationship: A Methodological Reflection and Reconciliation Attempt.” Entrepreneurship: Theory and Practice 43 (3): 437–74. https://doi.org/10.1177/1042258718816290.
4. Astrachan, J. H., and P. Jaskiewicz. 2008. “Emotional Returns and Emotional Costs in Privately Held Family Businesses: Advancing Traditional Business Valuation.” Family Business Review 21 (2): 139–49. https://doi.org/10.1111/j.1741-6248.2008.00115.x.
5. Bah, T. 2009. “La transition cédant-repreneur: une approche par la théorie du deuil.” Revue Française de Gestion 4 (194): 123–48. https://doi.org/10.3166/rfg.194.123-148.
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