This article examines how establishing a family constitution influences strategic planning in family businesses, applying the strategy-as-practice theoretical framework.
We analyzed qualitative interviews with family members and non-family managers involved in both constitution-making and strategic planning.
The study reveals that family constitutions drive formalization of governance mechanisms, aligning family values with business goals. Key findings highlight that constitutions professionalize decision-making, enhance family cohesion and introduce structured strategic planning.
Our proposed model illustrates how constitutions act as a bridge, integrating family governance with corporate strategy, thereby supporting business continuity and succession. These results suggest a structured, governance-focused approach to strategic planning, where family constitutions play a central role in aligning family and business interests.
