<p>This study develops and empirically validates an integrated framework explaining how intergenerational dynamics shape the sustainability of family businesses in Pakistan. Drawing on socioemotional wealth, stewardship, generational, institutional, and dynamic capabilities theories, the framework captures the interplay between family values, innovation, technology adoption, and succession planning. Using an exploratory qualitative design, the research used semi-structured interviews with 18 family business owners from Generation X and Generation Y, complemented by secondary data from industry and policy sources. Thematic analysis, supported by NVivo, was used to identify recurring patterns and generational contrasts. The findings reveal that while both generations emphasise family cohesion and long-term control, they diverge sharply in their orientation towards innovation, technology, and formalisation of governance. The framework advances academic research by providing a testable structure that can guide future empirical studies. Rather than examining theories in isolation, it encourages a system-level approach that reflects the complexity of real-world family businesses. This approach not only deepens theoretical understanding but also enhances the explanatory power of research in diverse cultural and economic contexts. Testing the framework in the context of emerging markets characterised by weak institutions and strong cultural norms allows an empirical assessment of the applicability of theories in developed economies and strengthens the theoretical robustness of the framework. The framework thus contributes to a more nuanced understanding of how family businesses in developing contexts balance tradition and innovation to achieve long-term sustainability.</p>