Family businesses are subject to intra-family conflicts, but we know little about their effect on employees, besides the family itself. Based on a mixed-method research design we draw on a qualitative study of family conflict and employees’ perceptions, and on a quantitative study to investigate the antecedents of intra-family conflict and its consequences on employee outcomes. Using dyadic survey data, we provide evidence that internal and external dimensions of SEW attenuate and drive intra-family conflict. Employee bonds to predecessor generations are a further driver of intra-family conflict. In turn, intra-family conflict yields negative organizational consequences as it lowers non-family employee job satisfaction and indirectly increases their turnover intentions.