Vol. 2 No. 3 (2026): Strategic Renewal Across Generations

Succession is not simply the transfer of leadership; it is the moment when a family firm must decide what from its past still deserves a place in its future. Across generations, inherited knowledge, relationships, identity, governance arrangements, and strategic commitments can remain powerful sources of value—or become constraints when preserved without reconsideration.

Strategic Renewal Across Generations examines this critical tension between continuity and change. The issue shows that effective renewal depends on more than appointing a capable successor: it requires strategic autonomy, successor readiness, knowledge recombination, governance alignment, and the ability to selectively reinterpret legacy rather than simply preserve or reject it.

Together, the contributions recast succession as a process of strategic regeneration. The central question is not merely whether a family business survives the transition, but whether it can transform inherited strengths into capabilities suited to a changing future—preserving what continues to create value, releasing what no longer does, and renewing the foundations of transgenerational value creation.