Family-owned enterprises and non-governmental organizations (NGOs) need assistance in the

ever-changing global commercial environment. Family-owned businesses frequently require

assistance with succession planning and intergenerational issues; thus, shifting their leadership

from generation to generation can be fraught with tension and animosity since family members

may have opposing views on the company's future. Conversely, non-governmental organizations

(NGOs) require assistance managing various worldwide activities, tackling social challenges,

and navigating relationships. Operating in numerous countries with different cultural norms and

regulations might make it difficult for non-governmental organizations to carry out their tasks

successfully.

Furthermore, forging alliances with governments, companies, and other non-

governmental organizations (NGOs) can be difficult and need careful negotiation. Therefore, this

essay will delve into the intricacies of the complex processes of succession in family-owned

businesses and non-governmental organizations (NGOs) and the challenges inherent in family-

owned businesses, including succession planning and intergenerational dynamics, additionally

examining the hurdles NGOs encounter in managing diverse international operations, addressing

social issues, and navigating partnerships will be encapsulated.

Family businesses are an essential part of the global economy, employing a large

proportion of the worldwide workforce and contributing significantly to many countries' GDP

(Lennmalm, 2017; Zochodne, 2019; Cisneros et al., 2020; S Beaucage & Paré Julien, 2021;

Veilleux et al., 2021). Contrary to their economic importance, family firms have various unique

problems, particularly in succession planning and generational transition. Unlike in non-family

businesses, such transitions are hampered by personal ties, emotions, and family dynamics,
which frequently impede the process. Indeed, generational shifts can lead to conflicts and

disagreements, as different generations often hold opposing perspectives on the company's future

path (S Beaucage & Paré Julien, 2021). According to Hofmann, E. & Sole, J. (2020), family-

owned firms must also cope with intergenerational dynamics, which might vary in attitudes,

values, and work methods. It can be that younger family members may be more tech-savvy and

receptive to new ideas, while older generations may be more conventional and reluctant to

change. Striking a balance between honoring the past's heritage and seizing future chances can

take time, as disagreements may arise about how the company should evolve and adapt to

changing market conditions. According to research, around 70% of family firms do not

effectively transition to the second generation, and just 12% reach the third generation

(Lansberg, 1999; Baron & Lachenauer, 2021; Veilleux et al., 2021).

The confluence between family and corporate systems can present both opportunities and

obstacles. While it can promote shared values, identity, and ease of decision-making, it can also

lead to conflicts of interest and difficulty in resolving family disagreements (Beaucage & Paré

Julien, 2021; Hall, 2018; Barros-Contreras et al., 2019; Tagiuri & Davis, 1978). Family

businesses frequently focus on long-term stability and growth to carry on the family legacy.

Calabrò et al. (2021) and Tagiuri & Davis (1978) highlight their attention to longevity as a

distinguishing quality. The delicate process of succession management involves passing

authority and property from one generation to the next to maintain the family's legacy, customs,

and beliefs.

The deep interpersonal dynamics and social structures present in family enterprises

contribute to the complexity of this process (Lansberg, 1999; Chua et al., 2003; Cisneros et al.,

2020; S Beaucage & Paré Julien, 2021). Although there are many different succession planning
techniques, their successful execution and promotion of the business's continuity necessitate a

thorough comprehension of the circumstances of the family business (Lansberg, 1999; Gersick et

al., 1997; Veilleux et al., 2021). The longevity of family enterprises is threatened by the intricate

difficulty of intergenerational leadership and ownership transition (Handler, 1994; Lansberg,

1997; Barnes & Carlock, 2013; Veilleux et al., 2021). This dilemma, which encompasses

generational shifts and succession planning, is the central issue of this study.