The purpose of this study is to critically examine how succession is practised and experienced in Sub-Saharan African family businesses, using the Nigerian context as a focal point. Through in-depth, multilevel analysis of macro (institutional), meso (organisational) and micro (familial) factors, the study seeks to capture the lived realities of founders, successors and family members. It aims to provide fresh empirical insights into how cultural traditions, legal complexities and family dynamics intersect to shape succession processes, offering practical guidance for enhancing leadership continuity and strengthening succession planning in African family firms.
This study adopted an interpretive qualitative approach, employing semi-structured interviews with 55 founder-CEOs, successors and senior managers from diverse Nigerian family businesses. Purposive and snowball sampling strategies ensured broad representation. Data were analysed using Braun and Clarke’s (2019, 2021) six-phase reflexive thematic analysis, which enabled systematic identification and interpretation of patterns across macro (institutional), meso (organisational) and micro (individual/familial) levels. This multilevel framework facilitated deep exploration of sociocultural, legal and governance-related succession challenges in Sub-Saharan African family firms, ensuring contextually grounded insights.
Succession in Sub-Saharan African family firms is shaped by intertwined macro, meso and micro-level challenges. Patriarchal norms, legal pluralism and weak institutional protections constrain inclusive succession. Internally, informal planning, inconsistent mentoring and loyalty-based selection undermine meritocratic transitions. At the individual level, successors’ disinterest and limited preparation hinder leadership continuity. Together, these dynamics reinforce traditional succession patterns, marginalising competent heirs and jeopardising business longevity. The findings emphasise the need for culturally sensitive, structured succession frameworks to enhance intergenerational transfer and professionalisation in African family businesses.
While this study offers valuable insights, its findings reflect the experiences of family businesses in Nigeria, which may limit generalisability across the broader Sub-Saharan African context. Additionally, the qualitative design captures perceptions at a specific point in time, meaning succession processes in flux or evolving norms may not be fully represented. Future research could adopt longitudinal or comparative approaches across African regions to capture shifting dynamics and emerging trends. Despite these limitations, the study deepens theoretical understanding of succession in culturally complex environments and offers practical implications for fostering inclusive, merit-based succession planning in family firms.
The study highlights the urgent need for Sub-Saharan African family firms to adopt structured and inclusive succession planning practices. Founder-CEOs should move beyond informal, loyalty-driven selection processes by implementing formal governance mechanisms and merit-based criteria. Training and mentorship programmes must be institutionalised to prepare successors early and systematically. Furthermore, policymakers and advisory bodies should address legal ambiguities and support gender-inclusive succession through regulatory reforms and capacity-building initiatives. By integrating cultural sensitivity with professional management principles, family businesses in the region can improve leadership continuity, reduce conflict and enhance their long-term sustainability and competitiveness.
By revealing how sociocultural barriers shape exclusionary succession practices, this study highlights important societal implications that extend beyond family business sustainability. Entrenched patriarchal norms and gender biases in inheritance and leadership selection perpetuate inequality, limiting opportunities for qualified women and younger generations. Promoting transparent, merit-based succession processes can contribute to social change by challenging discriminatory traditions and encouraging equitable access to leadership. Additionally, fostering intergenerational dialogue and inclusive decision-making within family firms may strengthen social cohesion and reduce intra-family conflicts. Addressing these succession challenges, therefore, supports not only business sustainability but also broader social progress and gender equity.
This study offers an empirically grounded perspective on succession in Sub-Saharan African family firms, a context underexplored in existing literature. By adopting a multilevel lens, it challenges the universal applicability of Western succession models and reveals how cultural traditions, legal ambiguities and organisational informality jointly shape succession outcomes. The findings contribute new insights into how patriarchy, legal pluralism and successor disengagement impede structured leadership transitions. The study advances succession research by proposing context-sensitive explanations and offers practical guidance for family firms and policymakers seeking to design inclusive and sustainable succession strategies in African business environments.
