Digital Marketing Practices as Drivers of Organizational Culture Change During Second-Generation Succession in Family Firms

Family firms are central to global economic stability and employment. Generational transitions, however, involve not only the transfer of leadership but also changes in organizational structures and culture. As digitalization becomes increasingly important for competitiveness, successors are introducing digital marketing practices that may influence organizational culture during leadership transitions. While previous research has examined digital transformation in family businesses, limited attention has been given to the role of digital marketing as a mechanism of cultural change during generational succession. This article addresses the question: How do second-generation successors use digital marketing practices to shape organizational culture during generational transitions in family firms? Drawing on practice theory and Schein’s model of organizational culture, the study explores how cultural change unfolds through everyday practices within organizations. The research employs a qualitative multiple-case study approach based on semi-structured interviews with representatives from 35 family firms in Latvia. The findings identify key digital marketing practices implemented by second-generation successors and illustrate how these practices influence organizational culture during the transition process. The results suggest that digital marketing can both reinforce existing organizational values and selectively reshape organizational identity and legitimacy. The study highlights digital marketing as a culturally legitimate tool through which successors can influence decision-making processes, coordination mechanisms, and authority structures during generational succession.