Balanced Scorecard and Succession in Family Business

Alvinyuan Oei (Sekolah Bisnis dan Ekonomi Universitas Prasetiya Mulya BSD City Kavling Edutown I.1, Jl. BSD Raya Utama, BSD City, Tangerang 15339)
Rezy Fabiansyah Fauzi (Sekolah Bisnis dan Ekonomi Universitas Prasetiya Mulya BSD City Kavling Edutown I.1, Jl. BSD Raya Utama, BSD City, Tangerang 15339)
Rifeald Romauli Sinaga (Universitas Prasetiya Mulya)
Sonny Agustiawan (Sekolah Bisnis dan Ekonomi Universitas Prasetiya Mulya BSD City Kavling Edutown I.1, Jl. BSD Raya Utama, BSD City, Tangerang 15339)

Studi Akuntansi dan Keuangan Indonesia (SAKI)
Vol 9 No 1 (2026): Studi Akuntansi dan Keuangan Indonesia (SAKI) - In Progress

This study analyses the long-term sustainability capability of a family business through a qualitative approach that integrates a Balanced Scorecard framework and succession theory. A case study on PT. ABC compares organizational performance under first generation and second generation to evaluate the influence of succession on business continuity. The findings indicate that implementing a structured, merit-based approach for selecting and developing future leaders leads to a significant improvement in company’s performance. Moreover, second generation made significant progress by implementing changes that positively influence company’s overall performance. Findings on this study contribute to existing literature by highlighting the significance of comprehensive succession planning and competency development in promoting sustainable longevity of family business.