Family Business Identification and Managerial Maturity Assessment: A Diagnostic Model for Kazakhstan

Abstract

Objective – This study aims to substantiate the criteria for identifying family businesses in Kazakhstan and to distinguish the characteristics of family control from indicators of corporate governance maturity. The study is relevant because the absence of an official statistical classification of family enterprises limits the assessment of their needs, risks, and the effectiveness of government support. Methods  – The theoretical framework integrates the behavioral approach, the F-PEC scale, the familiness concept, and institutional theory. The empirical evidence comprises a survey of 85 representatives of enterprises exhibiting family involvement, conducted from January to May 2026 in Shymkent, Turkestan, and the Turkestan Region, as well as eight semi-structured expert interviews. Comparative, content, and descriptive analysis methods were employed. Results  –  a business’s family nature is determined by family control, relatives’ continuous involvement, the perception of the business as a shared family asset, and the intention to transfer it to subsequent generations. Separating family and corporate finances, clearly allocating responsibilities, planning succession, and engaging external professionals indicate governance maturity. Among respondents, 76.5% lacked a formally documented succession plan, 72.9% reported mixing family and business finances, and 53.0% identified distrust of hired managers and insufficient managerial competencies. These associations should not be interpreted as causal relationships. Conclusions  –  a voluntary diagnostic model adapted to Kazakhstan’s institutional context is proposed. It can identify the needs of family enterprises and guide targeted advisory and educational support without introducing an additional administrative status or regulatory burden.