The Influence of the Relationship Between Family and Attitude towards Succesor Readiness Small and Medium Enterprises (SMEs) in the Food City in Bandung
DOI:
https://doi.org/10.22441/jurnal_mix.2026.v16i2.025Keywords:
Family Relationship, Attitude, Successor Readiness, Family Business, MSMEs, Succession PlanningAbstract
Objectives: The study addresses the issue of successor preparation in family-owned Micro, Small, and Medium Enterprises (MSMEs), with particular attention to businesses operating in the food sector in Bandung. It seeks to investigate how family relationships and individual attitudes contribute to the readiness of prospective successors, given that these aspects play an important role in sustaining the continuity of family businesses from one generation to the next.
Methodology: A quantitative methodology was adopted in this research, combining descriptive analysis with an explanatory approach. The respondents comprised 97 individuals associated with family-owned MSMEs in the food industry in Bandung. Participants were recruited through convenience sampling, with the required sample size determined using the Slovin formula. Primary data were obtained by administering a structured questionnaire, while the resulting data were examined through Structural Equation Modeling using the Partial Least Squares technique (SEM-PLS), supported by SmartPLS version 4.0.
Finding: The results indicate that both family relationship and attitude significantly influence successor readiness. Family relationship has a significant effect on successor readiness (β = −0.153; p = 0.010), while attitude demonstrates a stronger positive effect (β = 0.963; p < 0.001). The structural model explains 77.6% of the variance in successor readiness (Adjusted R² = 0.776), indicating substantial explanatory power. These findings suggest that although family dynamics may involve conflict and competition, positive attitudes toward the family business play a dominant role in enhancing successor readiness.
Conclusion: Successor readiness in family-owned SMEs is shaped by both family dynamics and individual attitudes. Strengthening communication, trust, and conflict management within the family, together with fostering positive attitudes through mentoring and early involvement in business activities, can improve successor preparedness and support the long-term sustainability of family businesses.
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