Abstract for: Succession in family business:A dynamic model for Iranian businesses

The existing literature on succession in family business has been formed largely on the basis of Western samples and theories and tends to assume Iran’s context to be self-evident and similar. Based on the literature review, analysis of Iran’s context, and interviews with experts in the field of family business, a set of key variables and feedback loops were identified, including the role of family relationships and cohesion, successor skills and readiness, legal and ownership frameworks, cultural and religious values, and environmental economic conditions. Due to the consistency of model’s causal relationships, several scenarios were identified, including successful intra-family succession, transfer to a non-family manager, and the emergence of family conflicts, each of which may have different consequences for business sustainability. The findings of this study can serve as an analytical framework for a better understanding of the dynamics of succession in Iranian family businesses and can help policymakers, business consultants, and entrepreneurial families design effective strategies for managing intergenerational transition. For translation to English