Objectives: Specialized parent companies, as the coordinating hub and director of value chains in multi-business groups, play a decisive role in value creation, developing common capabilities, and integrating strategic activities. However, evidence from policy-making of parent companies has shown that if parenting strategies are not properly designed and implemented, they will not only fail to create value but will also risk destroying existing value. Therefore, the present study aims to provide a model for the formation and strategic changes of parenting strategies in these companies.
Methodology: This applied research employed an exploratory sequential mixed‑methods design. The qualitative phase was conducted using a meta‑synthesis approach. To this end, a systematic search and screening of articles was carried out following the PRISMA guidelines, and the methodological quality of 62 selected studies was assessed using the CASP checklist. The data were coded and analyzed using MAXQDA software, which provided the basis for identifying and validating the model components in the quantitative phase through expert consensus using the Delphi method.
Results: The findings were categorized into a two‑stage model: (1) parenting strategy formation, which includes identifying strategic issues, in‑depth diagnosis through internal assessment (including the value creation system and the organizational system) and external assessment, and ultimately value creation through the design of synergy and control options; and (2) strategic parenting changes, which emphasize coordination at three levels: the business model, the organizational system, and organizational members.
Conclusion: The proposed model helps managers of parent companies understand how to effectively implement parenting strategies, avoid ad‑hoc and value‑destroying interventions, and foster sustainable value creation at the group level.