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This study examines the corporate governance frameworks of family-owned enterprises in Botswana. Family enterprises constitute a fundamental component of the nation's private sector, accounting for over 70% of GDP and providing employment for approximately 60% of the labour force. Notwithstanding their economic significance, these firms encounter ongoing issues in governance, especially concerning leadership succession, board composition, and professionalisation. This study utilises agency theory, stewardship theory, and the resource-based view, employing a mixed-methods strategy that includes the distribution of 150 structured questionnaires across several sectors such as retail, agriculture, hospitality, and professional services. The results indicate that companies with formal governance frameworks, including independent professional boards, written succession plans, and family protocols, consistently excel in strategic decision-making, transparency, and long-term sustainability compared to their competitors. Nonetheless, obstacles to implementation persist, since numerous enterprises are impeded by cultural opposition to non-family leadership, insufficient understanding of governance mechanisms, and a tendency towards informal decision-making. The article finishes by providing pragmatic ideas for policymakers, entrepreneurs, and development agencies to enhance resilience and competitiveness in this crucial industry.

This study aimed to suggest strategies for running sustainable family-owned businesses in Thohoyandou, Limpopo Province, South Africa. While family-owned businesses contribute significantly to employment and local economic development, their survival is often threatened by challenges such as poor financial management, family disputes, inadequate planning, and lack of government support. Using a qualitative exploratory design, semi-structured interviews were conducted with ten family-owned businesses operating in diverse sectors. Thematic Content Analysis revealed that strategies for sustainability include strengthening financial management systems, investing in skills development, formalising succession planning, embracing innovation and technology, and building strong customer relationships. The study concludes that long-term sustainability can be achieved when family-owned businesses integrate modern business practices with their cultural strengths. It recommends structured training, adoption of governance mechanisms such as family councils, and targeted government support tailored to rural enterprises.