Mohammed Othman

The adoption of digital financial tools improves financial efficiency, transparency, and governance. However, family-owned businesses in Jordan adopt these tools at a lower rate than non-family businesses, potentially limiting their competitiveness. This study examines the extent of digital adoption, its impact on financial management, and the role of generational involvement.
A survey of 366 businesses (262 family-owned and 104 non-family) across six industries was analyzed using multi-group analysis. Family-owned businesses reported a 31.2% improvement in financial management after adoption, compared to 19.6% in non-family businesses (p = 0.039). Generational involvement increased adoption by 26.5% in family-owned businesses versus 10.8% in non-family businesses (p = 0.015). Cultural resistance hindered adoption in family-owned businesses by 4.5% more than in non-family businesses (p = 0.028). Business size influenced adoption similarly (10.2% vs. 10.1%, p = 0.460). Financial management improvements were slightly lower in family-owned businesses (76.6%) than in non-family businesses (78.2%, p = 0.532). Adoption rates in family-owned businesses were 11.7% lower (p = 0.039). The interaction of business type and generational involvement contributed to a 22.0% increase in adoption (p < 0.01).
These results underscore the importance of phased adoption, digital literacy programs, and intergenerational collaboration in accelerating financial digitalization within family-owned businesses. Addressing cultural resistance is essential for ensuring long-term financial sustainability and competitiveness in Jordan’s evolving economy.