This thesis studies the combination of intra-family succession process of FOB (family-owned business) and strategic change. The focus of the study lies in the succession process and how it enables activation of four main strategic change elements, which are focal in the phenomenon of strategic change, when change is required. The study is a theory-building case study, which subject is a Dutch small and medium enterprise (SME) which has successfully executed a succession process while introducing strategic change. Theoretical data is collected through literature reviews concerning FOB, its research, succession, and the succession process. An established model of effective succession process is chosen and studied in more detail. Other part of theory data concerning strategic change is focused on a framework of four main elements of strategic change, which are continued to be thoroughly studied. A synthesis of the theories is outlined, with the intent to complete it in case context. Empirical data is collected through interview, observation, and complemented by informal discussions. The data is continued to be analysed with content analysis with formed categories under which correlating themes are built to gather related data concerning information required and acquired through interview. Theoretical and empirical data are then combined by linking analysed data with chosen theory frameworks. The process model is used to illustrate the process of the case company’s succession, change elements are connected to data, and further linked to the succession process stages. The thesis first confirms the existing theories of effective FOB succession process and four main strategic change elements by linking their theoretic features with empirical data. Finally, the result of the study attempts to produce a synthesis of theories as a model illustrating strategic change via FOB succession. The resulting model attempts to indicate the specific points in succession process stages, where the four main elements of strategic ...