Cultural Codification and Patriarchal Gridlock: A Comparative Study of Longevity in Japanese and Indian Family Businesses

K Ullas Kamat ()
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K Ullas Kamat: Justice K.S. Hegde Institute of Management, NITTE University, 574110, Mangalore, India Author-2-Name: Dr. A.P Achar Author-2-Workplace-Name: Justice K.S. Hegde Institute of Management, NITTE University, 574110, Mangalore, India Author-3-Name: Author-3-Workplace-Name: Author-4-Name: Neelesh G Jain Author-4-Workplace-Name: UK & Co, Grace Towers, Vasanth Nagar, 560052, Bangalore, India Author-5-Name: Author-5-Workplace-Name: Author-6-Name: Author-6-Workplace-Name: Author-7-Name: Author-7-Workplace-Name: Author-8-Name: Author-8-Workplace-Name:

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Abstract: " Objective - This study examines why Japanese family businesses outlast their Indian counterparts, using cultural, legal, and governance frameworks. Methodology - Analyzing Japan's i.e., system—emphasizing adult adoption and tax incentives—against India's Hindu Undivided Family (HUF) laws, findings reveal Japan's meritocratic governance reduces succession delays (4 vs. 18 months) and equity fragmentation. Findings - Case studies (Suzuki, Bajaj Auto) demonstrate Japan's institutional resilience versus India's patriarchal gridlock. Recommendations propose legal reforms for non-biological succession, gender-inclusive policies, and digital governance tools, offering a model for emerging economies to enhance the longevity of family businesses. Type of Paper - Empirical"

Keywords: Family Businesses; Japan; India; Succession Planning; Governance; Culture (search for similar items in EconPapers)
JEL-codes: Z1 Z10 (search for similar items in EconPapers)
Pages: 15
Date: 2026-03-31
New Economics Papers: this item is included in nep-sea
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Published in Global Journal of Business and Social Science Review, Volume 14, Issue 1

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DOI: 10.35609/gjbssr.2026.14.1(3)

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