Gen Z Adoption Rate in Indian Family Businesses

Krish Badiani , Gargi Chabbra , Adarsh Berlia

Gen Z, Family Businesses, Succession Planning, Heirs.

Purpose: This paper aims to understand the relationship between Gen Z and their family businesses in India. The study focuses on three key areas: their intent to join the family business, their interest in working there, and their preferences for inheritance. The study is looking to fill a gap in the research, as there's not much specific information on what drives Indian Gen Z heirs and how they see the difference between leading a business versus simply owning a part of it. Design/methodology/approach: The study is a mixed-methods study that will use both qualitative and quantitative research methods to get a full picture of Gen Z succession in Indian family businesses. The research will be conducted by interviewing people, the interviews are designed to explore the motive of the GENZ. Findings: The study has identified four main perspectives among Gen Z regarding the family business. Some are genuinely eager to lead and grow the company, while others are reluctant successors who want to pursue their own careers. A third group consists of cautious contributors who are willing to join but feel they can't make a significant impact. Lastly, there are the obligated heirs, who join out of a sense of duty despite wanting a different career path. Originality: The study examines the preferences of the Gen Z heirs within Indian family businesses. It gives a point of view for the intent, interest and Inheritance Preferences of the Gen Z heirs of Indian family businesses. Research limitations/implications of research: The study is limited by a small, self-reported sample from heirs alone, which may oversimplify motivations and lacks perspectives from other stakeholders, making findings context-specific to India and not broadly generalizable. Practical Implications: The study shows that while many Gen Z heirs prioritize personal careers, those who do engage bring fresh ideas, pushing family firms to rethink succession, adopt flexible roles, and benefit from stronger, more innovative leadership.

Volume 13 Issue 9, September-2025

Pages : f340-f352