The Impact of Family-orientation Training Design,Trainer Attributes and Trainee Absorption on Family Business SMEs’ Performance: The Mediating Role of Succession Planning
Restricted accessResearch articleFirst published online November, 2025
The Impact of Family-orientation Training Design,Trainer Attributes and Trainee Absorption on Family Business SMEs’ Performance: The Mediating Role of Succession Planning
This research examines the role of family-oriented training design, family-oriented trainer characteristics and family-oriented trainee absorption on family business small and medium enterprises (SMEs) performance in Malaysia. The study also examines whether the effects are mediated by succession planning to provide empirical contributions to business sustainability through human capital development. A quantitative methodological approach was applied, using a questionnaire survey to collect primary data from 396 family business SMEs owners and managers. The data were analysed through partial least squares–structural equation modelling (PLS–SEM) methodology, including hypotheses on measuring and structural models, as well as mediation effects. The results reveal significant effects on family business performance from family-oriented training design and trainer characteristics, with no effects from trainee absorption. The mediation effects of succession planning are partial for training design and trainer characteristics on family business performance, and no mediation effects from trainee absorption.
AbbasA. F., HashimH. M., SahiA. M., BayramG. E., & ValeriM. (2025). Exploring the landscape of family business research in Asia: A bibliometric analysis. Journal of the International Council for Small Business, 6(4), 865–898. https://doi.org/10.1080/26437015.2025.2457146
2.
Al RawafR. A., & AlfalihA. A. (2024). Family business sustainability: The impact of governance and women’s empowerment in Saudi Arabia. Future Business Journal, 10(1), 46. https://doi.org/10.1186/s43093-024-00333-5
3.
AlliouiA., HabbaB., & Berrada El AziziT. (2023). Investment policy of Moroccan family businesses in times of crisis: The role of cultural logics, family reputation and imitation effect. Journal of Family Business Management, 13(4), 873–887. https://doi.org/10.1108/JFBM-04-2022-–0057
4.
BarneyJ. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108
5.
BhukuthA., BalletJ., & FaviandhaniQ. (2025). Taking over the family business. A study in Indonesia. The Journal of Entrepreneurship, 34(3), 668–689.. https://doi.org/10.1177/09713557251367819
6.
ChangC. Y., & BeselK. (2021). Cultivating next generation of healthcare leaders in Havana: Barriers and recommendation for succession planning. International Journal of Healthcare Management, 14(4), 1062–1070. https://doi.org/10.1080/20479700.2020.1731174
7.
ChilengaN., DhliwayoS., & CheboA. K. (2022). The entrepreneurial mindset and self-employment intention of high school learners: The moderating role of family business ownership. Frontiers in Education, 7. https://doi.org/10.3389/feduc.2022.946389
8.
CohenJ. (1988). Statistical power analysis for the behavioural sciences (2nd ed.). Lawrence Erlbaum. https://doi.org/10.4324/9780203771587
9.
DewittS., Jafari-SadeghiV., SukumarA., Aruvanahalli NagarajuR., SadraeiR., & LiF. (2023). Family dynamics and relationships in female entrepreneurship: An exploratory study. Journal of Family Business Management, 13(3), 626–644. https://doi.org/10.1108/JFBM-01-2022-0013
10.
EshtrefiL. (2023). Family business in the United Arab Emirates. In RamadaniV., AloulouW. J., & ZainalM. (Eds.), Family business in Gulf Cooperation Council countries (pp. 121–141). Springer International Publishing. https://doi.org/10.1007/978-3-031-17262-5_7
11.
FerrariF. (2023). The postponed succession: An investigation of the obstacles hindering business transmission planning in family firms. Journal of Family Business Management, 13(2), 412–431. https://doi.org/10.1108/JFBM-09-2020-0088
12.
García-VenturaS., MasJ. M., Balcells-BalcellsA., & GinéC. (2021). Family-centred early intervention: Comparing practitioners’ actual and desired practices. Child: Care, Health and Development, 47(2), 218–227. https://doi.org/https://doi.org/10.1111/cch.12834
13.
GilletN., & Huyghebaert-ZouaghiT. (2025). A longitudinal person-centered investigation of the multidimensional nature of employees’ individual orientations. Career Development International, 30(4), 365–379. https://doi.org/10.1108/CDI-05-2024-0212
14.
GjergjiR., VenaL., SciasciaS., & CortesiA. (2021). The effects of environmental, social and governance disclosure on the cost of capital in small and medium enterprises: The role of family business status. Business Strategy and the Environment, 30(1), 683–693. https://doi.org/https://doi.org/10.1002/bse.2647
15.
Haak-SaheemW., LiangX., HollandP. J., & BrewsterC. (2022). A family-oriented view on well-being amongst low-status expatriates in an international workplace. Employee Relations, 44(5), 1064–1076. https://doi.org/10.1108/ER-06-2021-0256
16.
HairJ. F., RingleC. M., & SarstedtM. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139–152. https://doi.org/10.2753/MTP1069-6679190202
17.
HariniI. B. V., SelvalakshmiM., & DeepaR. (2025). Embracing E-commerce among family support women entrepreneurs in MSMEs: Utilizing the UTAUT model. DECISION, 52(1), 83–100. https://doi.org/10.1007/s40622-025-00421-7
18.
HenselerJ., RingleC. M., & SarstedtM. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43(1), 115–135. https://doi.org/10.1007/s11747-014-0403-8
19.
IbouderW., FayolleA. J.-C., & LouitriA. (2022). Exploring the next generation socialisation to entrepreneurship in family businesses: Insights from the Moroccan community. Journal of Enterprising Communities: People and Places in the Global Economy, 16(6), 988–1013. https://doi.org/10.1108/JEC-03-2021-0032
20.
IntiharA., & PollackJ. M. (2012). Exploring small family-owned firms’ competitive ability: Differentiation through trust, value-orientation, and market specialization. Journal of Family Business Management, 2(1), 76–86. https://doi.org/10.1108/20436231211216439
21.
JacksonN. C., & Dunn-JensenL. M. (2021). Leadership succession planning for today’s digital transformation economy: Key factors to build for competency and innovation. Business Horizons, 64(2), 273–284. https://doi.org/https://doi.org/10.1016/j.bushor.2020.11.008
22.
JahmuratajV., RamadaniV., BexhetiA., RexhepiG., Abazi-AliliH., & KrasniqiB. A. (2023). Unveiling the determining factors of family business longevity: Evidence from Kosovo. Journal of Business Research, 159, 113745. https://doi.org/https://doi.org/10.1016/j.jbusres.2023.113745
23.
JasirM., KhanN. U., & BarghathiY. (2023). Stewardship theory of corporate governance and succession planning in family businesses of UAE: Views of the owners. Qualitative Research in Financial Markets, 15(2), 278–295. https://doi.org/10.1108/QRFM-08-2021-0135
24.
JayantilalS., JorgeS. F., & AlcarvaP. (2024). Unravelling the determinants of family firms’ governance: The family protocol. Journal of Family Business Management, 14(4), 829–847. https://doi.org/10.1108/JFBM-10-2023-0190
25.
JayantilalS., JorgeS. F., LourençoD., BotelhoA., & BañegilT. M. (2023). Cultural alignment and intergenerational succession in family firms: A game-theoretical experiment. Journal of Family Business Management, 13(2), 356–372. https://doi.org/10.1108/JFBM-12-2021-0154
26.
KoellnerT., & RothS. (2025). Family businesses and business families in cultural context: Interdisciplinary updates for family business research. Cross Cultural & Strategic Management, 32(2), 374–392. https://doi.org/10.1108/CCSM-04-2022-0060
27.
KumarS., ValeriM., KumarV., & KumarS. (2023). Opportunities and challenges of the homestay family business concept in the Indian tourism sector: A viewpoint study. In ValeriM. (Ed), Family businesses in tourism and hospitality: Innovative studies and approaches (pp. 189–201). Springer Nature Switzerland. https://doi.org/10.1007/978-3-031-28053-5_11
28.
LévesqueM., & SubramanianA. M. (2022). Family firm succession through the lens of technology intelligence. Journal of Family Business Strategy, 13(2), 100485. https://doi.org/https://doi.org/10.1016/j.jfbs.2022.100485
29.
MacielA. S., TomaselliS., & GarcíaM. R. (2022). Pedagogical strategies for family business members from a lifelong learning perspective. In MéndezO. J. Montiel, TomaselliS., & MacielA. S. (Eds.), Family business debates (pp. 85–103). Emerald Publishing Limited. https://doi.org/10.1108/978-1-80117-666-820221005
30.
McAdamM., & AlrubaishiD. (2021). The family business university: How to live, create and Tell your family business story. In AllenM. R. & GartnerW. B. (Eds.), Family entrepreneurship: Insights from leading experts on successful multi-generational entrepreneurial families (pp. 239–250). Springer International Publishing. https://doi.org/10.1007/978-3-030-66846-4_18
31.
MihaylovG., & ZurbrueggR. (2021). The relationship between financial risk management and succession planning in family businesses. International Journal of Managerial Finance, 17(3), 438–454. https://doi.org/10.1108/IJMF-12-2019-0466
32.
MokhberM., Gi GiT., Abdul RasidS. Z., VakilbashiA., Mohd ZamilN., & Woon SengY. (2017). Succession planning and family business performance in SMEs. Journal of Management Development, 36(3), 330–347. https://doi.org/10.1108/JMD-12-2015-0171
33.
Moreno-GenéJ., & GallizoJ. L. (2021). Intergenerational differences in family business management and their influence on business profitability. Sustainability, 13(12), 1–12. https://doi.org/10.3390/su13126979
34.
MostafizM. I., HughesM., & SambasivanM. (2021). Entrepreneurial orientation, competitive advantage and strategic knowledge management capability in Malaysian family firms. Journal of Knowledge Management, 26(2), 423–458. https://doi.org/10.1108/JKM-09-2020-0693
35.
NorA. I. (2024). Entrepreneurship development as a tool for employment creation, income generation, and poverty reduction for the youth and women. Journal of the Knowledge Economy, 15(4), 19387–19410. https://doi.org/10.1007/s13132-024-01747-w
36.
PaunovićI., ApostolopoulosS., MiljkovićI. B., & StojanovićM. (2024). Sustainable rural healthcare entrepreneurship: A case study of Serbia. Sustainability, 16(3), 1143. https://doi.org/10.3390/su16031143
37.
PolatG., & BenligirayS. (2022). The impact of family business professionalization on financial performance: A multidimensional approach. Journal of Small Business and Enterprise Development, 29(7), 1149–1175. https://doi.org/10.1108/JSBED-11-2021-0437
38.
PratonoA. H., & HanL. (2022). From family business orientation to organisational citizenship behaviour: Prosocial behaviour in family business performance. Journal of Family Business Management, 12(4), 923–937. https://doi.org/10.1108/JFBM-02-2021-0014
39.
QureshiS., WelshD. H. B., & KhanA. R. (2022). Training mom entrepreneurs in Pakistan: A replication model. Service business, 16(4), 799–823. https://doi.org/10.1007/s11628-022-00480-1
40.
RabyR. L., & ValeauE. J. (2021). Position training and succession planning for Community College International education leaders. Community College Journal of Research and Practice, 45(2), 86–102. https://doi.org/10.1080/10668926.2019.1645055
41.
Radu-LefebvreM., RonteauS., LefebvreV., & McAdamM. (2022). Entrepreneuring as emancipation in family business succession: A story of agony and ecstasy. Entrepreneurship & Regional Development, 34(7–8), 582–602. https://doi.org/10.1080/08985626.2022.2075472
42.
RoseckáN., & MachekO. (2023). Family firm entrepreneurial orientation: The effects of socio-emotional wealth, professionalization and bifurcation bias. Journal of Small Business and Enterprise Development, 30(7), 1423–1444. https://doi.org/10.1108/JSBED-02-2023-0080
43.
SahputriR. A. M., MawardiM. K., YumarniT., & Sujarwoto. (2023). Entrepreneurship education, family entrepreneurial orientation and entrepreneurial intention among students in Indonesia. Journal of International Education in Business, 16(3), 295–311. https://doi.org/10.1108/JIEB-02-2022-0010
44.
SklairJ., & GlucksbergL. (2020). Philanthrocapitalism as wealth management strategy: Philanthropy, inheritance and succession planning among the global elite. The Sociological Review, 69(2), 314–329. https://doi.org/10.1177/0038026120963479
45.
SolodohaE., & RosenzweigS. (2025). The relationship between entrepreneurs’ founding experience, investing angels and start-ups’ technological output. The Journal of Entrepreneurship, 34(3), 09713557251369149. https://doi.org/10.1177/09713557251369149
46.
StirzakerR., KapasiI., & GallowayL. (2022). Organising family and business: Affective value prioritisation amongst older entrepreneurs. The International Journal of Entrepreneurship and Innovation, 24(2), 76–87. https://doi.org/10.1177/14657503221114014
47.
UmansI., LybaertN., SteijversT., & VoordeckersW. (2021). The influence of transgenerational succession intentions on the succession planning process: The moderating role of high-quality relationships. Journal of Family Business Strategy, 12(2), 100269. https://doi.org/https://doi.org/10.1016/ j.jfbs.2018.12.002
48.
UrbanB., & NonkweloR. P. (2022). Intra-family dynamics and succession planning in family businesses in South Africa: The daughter as a potential successor. Journal of Family Business Management, 12(2), 266–279. https://doi.org/10.1108/JFBM-08-2020-0084
49.
WittmerJ. L.-S., LongeneckerC. O., & JonesA. (2022). Successful family business succession: Utilizing peer groups for critical leadership skills development. Development and Learning in Organizations: An International Journal, 36(3), 15–17. https://doi.org/10.1108/DLO-07-2021-0116
50.
YanS., & ZhangG. (2023). Configurational patterns of human resource practices in the family-business systems: A multiple case study in China. Asian Business & Management, 22(5), 2029–2055. https://doi.org/10.1057/s41291-023-00239-0
51.
Zapata-CantuL., SanguinoR., BarrosoA., & Nicola-GavrilăL. (2023). Family business adapting a new digital-based economy: Opportunities and challenges for future Research. Journal of the Knowledge Economy, 14(1), 408–425. https://doi.org/10.1007/s13132-021-00871-1
