In the context of accelerating technological change, family business succession increasinglydepends
not only on ownership and management transfer but also on intergenerational negotiation
ofattitudes toward digitalisation, artificial intelligence (AI), and technological
innovation. This study exploreshow differing perspectives between successors and predecessors
influence the succession processwithin Hungarian family firms undergoing intra-family
transition. Building on two in-depth case studies,the research adopts a qualitative
approach using semi-structured interviews with both predecessors andsuccessors in
each firm exploring how different perspectives can foster change in managementtakeover.
Findings reveal generational tension between successors’ openness and innovative orientationtoward
digital transformation and predecessors’ moderate, often cautious, stance shaped by
tradition,proven practices, and perceived risks of rapid technological adoption. Despite
these divergences, thestudy identifies mechanisms of reconciliation, such as innovation,
shared learning, and mutual trust,which enable smoother digital improvement during
succession. The analysis contributes to theunderstanding of how family firms can balance
continuity and renewal by integrating differingdigitalisation mindsets across generations.
The study offers theoretical and practical insights into theinterplay between technological
attitudes and succession dynamics, emphasising the need forintergenerational dialogue
and adaptive leadership to ensure long-term competitiveness in the era ofdigital transformation
challenges.
