Sustainability challenges in family businesses become particularly important when leadership, ownership, and managerial responsibilities move across generations. In this context, business continuity depends not only on ownership succession but also on how organizational members understand strategic renewal, collaboration, governance, and their respective roles in supporting the business. This community service program was conducted with PT Sahabat Agro Group (SAG) to provide employees with practical insights into second-generation family business sustainability, strategic revitalization, organizational collaboration, governance, and performance monitoring. The activity was held on May 11, 2026, using a hybrid format, with onsite participation in Sunter, Jakarta, and online participation through Google Meet. The program consisted of a presentation, an interactive question-and-answer session, and an immediate post-activity feedback survey completed by 10 employees. Participant feedback was assessed using four institutional evaluation indicators: Educational (usefulness), Objective (relevance), Accountable (clarity), and Transparent (participation). Objective received the highest mean score (M = 3.50), while Educational, Accountable, and Transparent each received a mean score of 3.40. All participants selected either Agree or Strongly Agree across the four indicators. Open-ended feedback also showed that participants generally considered the activity useful, clear, engaging, and well organized, while two participants indicated that the session was too short and one participant suggested greater attention to non-owner management. These findings indicate positive immediate participant reactions and perceived value of the activity. They should not be interpreted as evidence of changes in knowledge, readiness, workplace behavior, governance practices, or business sustainability. Future programs should provide longer discussion opportunities and more structured follow-up involving different organizational roles.

Ardyan, E., Sutrisno, T. F. C. W., & Padmawidjaja, L. (2023). New value creation and family business sustainability: Identification of an intergenerational conflict resolution strategy. Heliyon, 9(5). https://doi.org/10.1016/j.heliyon.2023.e15634

Christian, M., Rembulan, G. D., Sugiyanto, L. B., Yulita, H., Sunarno, S., & Leonardo, M. C. (2024). SWOT Analysis for Small-Scale Business Sustainability: Proposing a Digital Marketing Approach for a Flower Market Center in Indonesia BT - Business Development via AI and Digitalization: Volume 2 (A. Hamdan & A. Harraf (eds.); pp. 47–58). Springer Nature Switzerland. https://doi.org/10.1007/978-3-031-62106-2_4

Christian, M., Yulita, H., Muzammil, O. M., Pardede, R., & Gularso, K. (2026). Moderating the Digital Shift: How Competitive Pressure Shapes the Impact of E-Commerce Adoption on Marketing Performance in Fashion MSMEs (A. Elbanna, M. Janssen, Y. K. Dwivedi, M. Hossain, & A. S. Islind (eds.); pp. 409–428). Springer Nature Switzerland. https://doi.org/10.1007/978-3-032-16779-8_25

Detyna, M., Sanchez-Pizani, R., Giampietro, V., Dommett, E. J., & Dyer, K. (2023). Hybrid flexible (HyFlex) teaching and learning: climbing the mountain of implementation challenges for synchronous online and face-to-face seminars during a pandemic. Learning Environments Research, 26(1), 145–159. https://doi.org/10.1007/s10984-022-09408-y

Issah, W. B., Anwar, M., Clauss, T., & Kraus, S. (2023). Managerial capabilities and strategic renewal in family firms in crisis situations: The moderating role of the founding generation. Journal of Business Research, 156, 113486. https://doi.org/10.1016/j.jbusres.2022.113486

Joshi, A., Kale, S., Chandel, S., & Pal, D. K. (2015). Likert Scale: Explored and Explained. Current Journal of Applied Science and Technology, 7(4), 396–403. https://doi.org/10.9734/BJAST/2015/14975

Kotsios, P. (2023). Business resilience skills for SMEs. Journal of Innovation and Entrepreneurship, 12(1), 37. https://doi.org/10.1186/s13731-023-00304-0

Li, L. (2024). Reskilling and Upskilling the Future-ready Workforce for Industry 4.0 and Beyond. Information Systems Frontiers, 26(5), 1697–1712. https://doi.org/10.1007/s10796-022-10308-y

Löfqvist, N. (2024). Enhancing capability for continuous organisational improvement and learning in healthcare organisations: a systematic review of the literature 2013-2022. BMJ Open Quality, 13(2), e002566. https://doi.org/10.1136/bmjoq-2023-002566

Miller, S. P. (2023). Family climate influences next-generation family business leader effectiveness and work engagement. Frontiers in Psychology, 14. https://doi.org/10.3389/fpsyg.2023.1110282

Pham, A. T. (2022). Engineering Students’ Interaction in Online Classes via Google Meet: A Case Study During the COVID-19 Pandemic. International Journal of Engineering Pedagogy (IJEP), 12(3), 158–170. https://doi.org/10.3991/ijep.v12i3.29673

Pipatanantakurn, K., & Ractham, V. V. (2022). The Role of Knowledge Creation and Transfer in Family Firm Succession. Sustainability, 14(10), 5845. https://doi.org/10.3390/su14105845

Raes, A., Detienne, L., Windey, I., & Depaepe, F. (2020). A systematic literature review on synchronous hybrid learning: gaps identified. Learning Environments Research, 23(3), 269–290. https://doi.org/10.1007/s10984-019-09303-z

Rosecká, N., & Machek, O. (2023). How Relational Conflict Harms Family Firm Performance: The Mediating Role of Family Social Capital and the Moderating Role of Family Ownership. Journal of Family and Economic Issues, 44(4), 854–869. https://doi.org/10.1007/s10834-022-09877-6

Schönherr, S., Eller, R., Kallmuenzer, A., & Peters, M. (2023). Organisational learning and sustainable tourism: the enabling role of digital transformation. Journal of Knowledge Management, 27(11), 82–100. https://doi.org/10.1108/JKM-06-2022-0434

Somboonvechakarn, C., Taiphapoon, T., Anuntavoranich, P., & Sinthupinyo, S. (2022). Communicating innovation and sustainability in family businesses through successions. Heliyon, 8(12). https://doi.org/10.1016/j.heliyon.2022.e11760

Stock, C., Pütz, L., Schell, S., & Werner, A. (2024). Corporate Social Responsibility in Family Firms: Status and Future Directions of a Research Field. Journal of Business Ethics, 190(1), 199–259. https://doi.org/10.1007/s10551-023-05382-4

Suriyankietkaew, S., Krittayaruangroj, K., & Iamsawan, N. (2022). Sustainable Leadership Practices and Competencies of SMEs for Sustainability and Resilience: A Community-Based Social Enterprise Study. Sustainability, 14(10), 5762. https://doi.org/10.3390/su14105762

Teofilus, T., Ardyan, E., Sutrisno, T. F. C. W., Sabar, S., & Sutanto, V. (2022). Managing Organizational Inertia: Indonesian Family Business Perspective. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.839266

Yulita, H., Christian, M., Wibowo, S., & Titis, F. (2023). Penyuluhan digital marketing kepada pelaku usaha catering di Pasar Kemis dalam upaya peningkatan nilai jual. KACANEGARA Jurnal Pengabdian Pada Masyarakat, 6(2), 223–232. https://doi.org/10.28989/kacanegara.v6i2.1516