Bridging generations: Managing cognitive conflicts during technology adoption in multigenerational family firms

Technology adoption in family firms (FFs) often brings unique challenges, particularly in multigenerational contexts where generational differences shape decision-making and strategic priorities. This study examines the dynamics of cognitive conflicts arising during technology adoption in FFs, focusing on their sources, amplification mechanisms, resolution strategies, and long-term reconciliation processes. Using a qualitative multiple-case study of seven agricultural FFs in Southern Italy, the findings highlight generational differences in risk perception, resource allocation, and managerial vision as crucial antecedents of conflict. Conflict resolution strategies, such as translational roles played by younger family members, the formation of internal alliances, and decision postponement during heightened tensions, are identified as critical enablers of successful technology adoption. This research advances understanding of the interplay between generational dynamics and innovation processes in FFs, contributing to family business and conflict management literature. Practical implications emphasize the importance of fostering intergenerational dialogue, leveraging knowledge-sharing mechanisms, and engaging external stakeholders to navigate the complexities of technology adoption effectively. The study concludes by calling for further research to explore these dynamics across different industries and cultural contexts to enhance the transferability of the findings. • We study cognitive conflicts in family firms (FFs) and the resulting conflict management practices. • We draw on a multiple-case study with seven FFs operating in the agricultural sector. • Our grounded model gives a process view of sources of cognitive conflicts in technology adoption. • Our model identifies mechanisms for resolution and reconciliation. • The findings reveal the critical role of emotions in managing these conflicts.