With the goal of building and maintaining a cooperative working relationship (Cable and Shane, 1997; Harrison et al., 1997), exchanges among investors and entrepreneurs are required that facilitate a deeper understanding of each other’s goals and viewpoints. In such settings, conflicts tend to be unavoidable (Mason and Harrison, 1996). Previous research has confirmed conflict’s relevance in investor-entrepreneur settings (e.g., Collewaert, 2011; Sapienza, 1992; Higashide and Birley, 2002). As in the broader conflict literature, limited attention has been paid to conflict asymmetry, or the extent to which conflict perceptions may vary across group or dyad members. However, a growing body of evidence indicates that conflict asymmetry or differences in conflict perceptions among team members exist, often with deleterious consequences (e.g., Jehn et al., 2010). With this paper, we aim to extend this research stream by examining antecedents and role-specific effects of relationship conflict asymmetry in the angel investor-entrepreneur dyad.