Cultural patterns of emotional regulation in family business systems: insights from Mediterranean and Confucian contexts

Family businesses are emotionally dense organizations in which professional roles and family ties are deeply intertwined. Unlike non-family firms, where organizational and emotional domains may be more clearly separated, family enterprises are embedded in generational bonds, collective identity, and shared history (Bowen, 1978; Kerr & Bowen, 1988). These features make them particularly sensitive to periods of pressure such as succession, intergenerational transition, or structural crisis. In such contexts, emotional intensity may escalate, with significant consequences for both organizational resilience and relational stability. The present study investigates how emotional regulation operates in family business systems under pressure and tension, emphasizing the cultural variations that shape these processes. Building on Bowen’s theory of differentiation of self, the analysis explores the ability of individuals to remain emotionally autonomous while maintaining relational connections (Bowen, 1978). By comparing Mediterranean (Italy) and Confucian (South Korea) contexts, the study examines how cultural norms surrounding closeness, hierarchy, and emotional expression influence emotional regulation in family enterprises.