The link between family and family-owned enterprise has persisted for generations within the framework of family, ownership, management, and business. Family-owned companies are created in order to generate revenue and preserve the family's tradition. With the proper management strategy, family businesses can survive and be passed down to future generations. In family businesses, the founders and family member managers are the only ones who carry out main management tasks including planning, organizing, coordinating, leading, supervising, and controlling. Management polyphony can happen in a family-owned firm when more than one family member is designated as the manager. Although managerial polyphony may be viewed as a source of organizational transformation in well-managed circumstances, it may also be one of the primary causes of conflict in a family-owned business. This paper discussed theoretically the concept of management polyphony in family-owned firms.
Cetinkaya, A. S., & Soğancıoğlu, Ş. (2023). Impact of management polyphony in family business: A review. In F. Okumus, B. Denizci-Guillet, M. Tuna, & S. Dogan (Eds.), Advances in managing tourism across continents (Vol. 3, pp. 1–9). USF M3 Publishing. https://www.doi.org/10.5038/9781955833097
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