This pre-registered study explores the impact of intergenerational succession on the international strategy of family businesses. Conceptualizing succession as a critical inflection point in corporate governance, we examine whether leadership transition to a next-generation family member influences a firm's likelihood to initiate or expand international operations. Drawing on agency theory, socioemotional wealth, and dynamic capabilities, we propose that successor characteristics—such as foreign education or work experience—affect global strategic orientation. Using a quasi-natural experimental design, we will employ a difference-in-differences approach to evaluate how succession events affect internationalization outcomes, while also investigating the moderating roles of founder retention and governance professionalization. This study aims to provide theoretical insights into strategic transformation in family firms and generate practical implications for succession planning and globalization strategies, particularly in emerging market contexts.