Governance Structure Optimization and Sustainable Development Strategies in the Intergenerational Inheritance of Family Businesses

Abstract

In the critical phase of intergenerational succession within family-owned enterprises, numerous challenges emerge, including stagnation in governance structures, impediments to the transfer of managerial authority, and suboptimal corporate sustainability. By establishing a governance framework characterized by clearly defined rights and responsibilities, as well as adopting scientific and democratic decision-making processes, it becomes possible to standardize the intergenerational transition of management. Additionally, the introduction of external professional managerial talent and the integration of family cultural heritage with contemporary management concepts can significantly enhance corporate management efficiency and risk resilience. These measures are instrumental in ensuring the long-term, orderly development of family businesses. Through the optimization of governance structures and the formulation of sustainable development strategies, family-owned enterprises can maintain their vitality during intergenerational succession, thereby achieving modernization and continuous expansion.