A Case Study on the Continuity and Sustainability Dilemma in A Family Business: Situational Analysis and Recommendations

Sustainability is defined as a comprehensive transformation process that not only ensures the long-term viability of businesses in the face of global economic and environmental crises but also necessitates the fulfillment of social and environmental responsibilities. For family businesses, this transformation is both a strategic necessity and an opportunity, given their long-term orientation, value-based governance, and strong ties to local communities. Consequently, recent scholarship has increasingly examined how family firms build sustainability-oriented corporate adaptation, what motivates such efforts, and which practices they adopt. This study draws on a single case (HP Hakan Makina İnşaat Taahhüt Sanayi ve Ticaret Limited Şirketi) from the machinery sector in Türkiye to analyze how sustainability practices interact with corporate structure, governance arrangements, and contextual environmental factors. In order to capture the firm’s initial sustainability orientation, a systematic review of the corporate website was conducted as a primary public communication channel. In addition, semi-structured interviews were carried out with senior managers. The findings indicate that sustainability is largely conceptualized as a responsibility consistent with family values and is reflected in environmental, social, and economic domains. In the context of environmental sustainability, the focus is on energy efficiency, recycling, and waste management. In the realm of social sustainability, emphasis is placed on employee satisfaction, local employment opportunities, and contributions to community initiatives. Finally, in economic sustainability, the spotlight is on long-term growth strategies, transparent financial management, and the integration of non-family professionals into managerial roles. A notable result of this study is that continuity and sustainability are often perceived as synonymous with the focal firm. Furthermore, the processes of institutionalization and internationalization appear to play a pivotal role in the activation of the sustainability agenda. Concurrently, the influence of the family in decision-making processes gives rise to a duality of outcomes, simultaneously engendering both enabling conditions and constraints. In sum, the case study presents a multidisciplinary account of sustainability-related transformation, integrating field-based insights with theoretical frameworks to contribute to the extant literature and inform policy and governance recommendations for family businesses pursuing sustainability transitions.