Relationship between conflict and deviant workplace behavior in family business

While family businesses are struggling with all the problems of any other business on one hand, they are also struggling to deal with problems arising from family dynamics on the other hand. The main challenge for the establishment and prevention of conflict, and organizational deviant behavior in these enterprises is the difficulty to separate family and business subsystems that are intertwined with each other without damaging them. This study focuses on organizational deviant behavior arising from probable negative relationship emotions after role ambiguity and conflict of family members in a family business. Furthermore, family effect (altruism) is also defined, which is another aspect affecting deviant behavior. Followed with the general concept of organizational deviations and conflicts and types of conflicts in family business, the last part covers deviation behavior reasons stemming from role conflict, role ambiguity, family altruism, and relationship conflict. The relationship between all these concepts are discussed with a conceptual literature review

Chaotic Essence inside the Organizational Reality

In the chaotic reality of the human civilizations, organizations were always seen as bastions of order. Even in the extreme cases of organizations that sought to bring chaos and confusion, their purpose was generally to clear the present situation and bring a new order. Except the cases of some extreme sects and marginal crime organizations, almost all organizations strive to bring their own existential definitions of order. In this process, management has been the tool of bringing order to organization. Even though modern management is a relatively new concept, all through the history the elements of management such as superior-subordinate relation, persuasion, direction, and administration were seen (Starbuck, 2003; Wren, 2004). But underneath the idealistic goal of bringing order, all organizations are suffering from the chaotic essence that is in their midst. In the organizational theory literature, this chaotic essence is either ignored or it is treated as a problem of good implementation of managerial control. And this problem has been treated in a surprisingly linear way whereas non-linearity of the organizational reality is not considered