Family business succession planning and conflict in South Africa: A theoretical framework to guide future research and practice

This study explores the complex dynamics of succession planning and conflict in family businesses in South Africa, with the objective of developing a theoretical framework to guide future research and practical interventions. A qualitative methodology was employed, using an interpretive research paradigm to gain in-depth insights into the lived experiences of family businesses. The study draws on a comprehensive review of literature to identify key themes, including governance structures, generational dynamics, cultural influences, and the role of communication in succession processes. Findings reveal that succession in South African family businesses is often hindered by a lack of formal planning, entrenched familial expectations, and unresolved interpersonal tensions. Cultural values and patriarchal norms also emerged as significant influences on how succession is perceived and enacted. The study concludes that effective succession planning in South African family businesses requires a context-sensitive approach that balances tradition with professionalisation. It recommends the adoption of structured governance mechanisms, open communication strategies, and succession training for both incumbent and successor generations. This research presents a theoretical framework that integrates socio-cultural, organisational, and individual dimensions of succession planning and conflict management in family businesses. Key Words: Family Businesses; Succession Planning; Conflict Management; South Africa; Theoretical framework