Cultural Hybridity and Generational Leadership: Managing Change in Thai-Indian Family-Owned Businesses in Thailand

Abstract

This study examines generational differences in leadership and management within Thai-Indian family enterprises, focusing on how younger successors adapt to and transform traditional practices. Using a qualitative approach, in-depth interviews were conducted with two third- and fourth-generation members of real estate family businesses in Bangkok, supported by secondary data. Findings reveal that the older generation exhibits Transactional Leadership, emphasizing hierarchy and control, while the younger generation demonstrates Visionary Leadership, centered on innovation and collaboration. Analysis through Hofstede’s Cultural Dimensions and Trompenaars’ Seven Dimensions of Culture highlights shifts in power distance, uncertainty avoidance, collectivism, and the move from ascription to achievement. The study concludes that effective succession depends on open communication, cultural respect, and the integration of modern strategies. These findings contribute to understanding how Thai-Indian family businesses can balance tradition with innovation to ensure continuity and sustainable growth across generations.