marily interested in increasing the value of the company. Although the two parties are supposed to be working towards the same objective of enhancing the competitive position of the Disney Corporation, it is apparent that the Disney family regards Eisner's management style as detrimental to their financial interest.
Value conflicts: The defection of the top managers and the fighting between Disney and its partners such as Pixar also suggests the presence of value conflicts. The presence of value conflicts is also confirmed by the literature, which indicated that the Eisner's emphasis on controlling costs has clashed with the top managers' and partners' focus on creativity (Amdur 1; Swartz).
Although constructive conflicts can exert a positive force in regenerating an organization, the current level of conflict in multiple areas in the Disney Corporation is excessive. The main problem lies in the fact that the key individual who should be playing the role of the intermediaryùthe CEO--is perceived to lie at the heart of all the conflicts. Unless Eisner is willing to modify his autocratic management style and adopt a more conciliatory attitude towards his shareholders and partners, it is unlikely that the current level of conflict will be
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