<![CDATA[Family-owned firms often face managerial challenges related to family management conflict, work stress, and employee engagement. Prior findings on their effects on organizational performance are inconsistent and seldom consider these factors simultaneously with affective commitment as a mediator. This study examines relationships among family management conflict, work stress, work engagement, affective commitment, and superior company performance in a family-owned coal mining firm. Superior performance refers to achieving strategic objectives through productivity, operational efficiency, employee contributions, and sustainable competitive advantage. A sequential explanatory mixed-methods design provided statistical and contextual insights. Quantitative data were collected through structured questionnaires from 70 head-office employees and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). In-depth interviews with selected managers then enhanced interpretation and validated the quantitative results. Family management conflict and work engagement significantly affected affective commitment, whereas work stress did not. Work engagement and affective commitment positively affected superior company performance, whereas family management conflict and work stress had no direct effects. Affective commitment also mediated relationships of family management conflict and work engagement with performance. The study demonstrates how affective commitment can operate as a strategic mechanism for sustaining mining-firm performance]]>
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