Succession Planning and Organizational Continuity in Family-Owned Businesses in Plateau State

This study examines the impact of succession planning on organizational continuity among family-owned businesses in Plateau State, Nigeria. Located in the North Central geopolitical zone, Plateau State hosts numerous family enterprises in agriculture, trade, and hospitality sectors. However, many of these businesses face significant continuity risks due to the absence of deliberate succession planning frameworks. The study employs a descriptive survey research design, targeting business owners, family members involved in management, and senior employees of forty family-owned businesses in Jos and Barkin Ladi. A total of 80 respondents were selected through purposive sampling. Structured questionnaires and informal interviews provided the primary data. Data were analyzed using descriptive statistics and chi-square tests. Findings indicate that only 35 percent of sampled family businesses have documented succession plans, while the majority rely on informal oral agreements. Businesses with formal succession plans demonstrate higher organizational continuity scores, measured by leadership transition smoothness and post-succession revenue stability. Patriarchal decision-making patterns and reluctance to professionalize management are identified as major barriers to succession planning adoption. The research concludes that family-owned businesses in Plateau State must embrace structured succession planning as a strategic imperative for long-term viability. Keywords: succession planning, organizational continuity, family-owned businesses, Plateau State, leadership transition.