The tetralemma of the business family

Abstract

PurposeThis conceptual article aims to contribute to the design of a theory of family-influenced firms by a framework for the management of business-family dilemmas.Design/methodology/approachIt combines systemic principles with the tetralemma, a tool from ancient Indian logic that families and businesses can use to manage and reframe dilemmas without dissolving the dilemmatic tensions or blurring their boundaries.FindingsIn applying the tetralemma, the article offers a range of suggestions, such as observing business and family as two discrete, yet codependent, social systems and envisioning conceptual and methodological imports from codependency research and therapy into family business research and practice.Originality/valueThe article proposes a framework for the selective and flexible navigation of family-business tensions without dissolving them or blurring their boundaries.