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Leadership Transition & Succession in Family Business Post-Passing
Bin Hadda, Rashid
Bin Hadda, Rashid
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33.232-2025.25a Rashid Bin Hadda.pdf
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Description
A Master of Business Administration (MBA) by Rashid Bin Hadda entitled, “Leadership Transition & Succession in Family Business Post-Passing”, submitted in December 2025. Thesis advisor is Dr. Omar Belkhouja. Soft copy is available (Thesis, Approval Signatures, Completion Certificate, and AUS Archives Consent Form).
Abstract
This work aims to review the literature on leadership transition in family businesses with an emphasis on future research directions, management issues and consequences of succession planning. Employing the qualitative data, the study applies relevant important index and content validity ratio alongside the quantitative data obtained from thematic analysis. Specific results demonstrate that the analyzed family businesses experience various internal and external issues. It appeared in the research that challenges like a lack of a phased approach to merger implementations, structured governance, open and frequent communication patterns, and the use of professional advisors were practical methods of handling threats. The study pays excellent attention to cultural and business-related factors in the configuration and evolution of succession, where traditional value-based family decisions dominate. At the same time, business requirements call for dynamism and innovation. The authors offer specific managerial implications for family businesses intending to launch leadership succession: clear communication of the succession plan, preparation of the first-level successor, and adaptation of the governance system. In addition, it points out the lack of literature on how culture may influence standard governance instruments such as family charters and advisory boards. The study's results speak to core elements of succession planning, including the need to strike an appropriate equilibrium between stabilizing and revolutionizing a family enterprise, sustaining family unity and integrating external expertise to ensure a good transition. Therefore, the role of cultural influence in strategic succession planning and the effectiveness of formal conflict management systems is suggested for future Research agendas. In sum, the present thesis advances the knowledge of external and internal factors affecting leadership changes in family business leadership.