Purpose This study aims to synthesize how digitalization is transforming Asian family-owned businesses across macro, meso and micro levels, clarifying implications for strategy, business models, operations and societal outcomes. Design/methodology/approach Following the preferred reporting items for systematic reviews and meta-analyses (PRISMA), 46 studies (2003–2024) were identified, screened and assessed for inclusion. Findings External catalysts, including COVID-19, industrial policy and business networks, drive digital adoption in Asian family firms; however, uneven uptake persists due to capability constraints and succession challenges. Digitalization enhances collaboration and customer engagement but requires improved digital literacy for operational excellence. While guanxi and family capital remain influential, growing demands for gender equity and corporate social responsibility necessitate multi-stakeholder engagement. Research limitations/implications The authors introduce a framework that combines institutional theory and the dynamic capability view to link external conditions with firm actions. The research agenda has been set on the three priorities of policy, technology and industry-relevant skills development for Asian family businesses. Practical implications Policymakers can accelerate micro-small-medium enterprises digitalization via infrastructure, digital literacy and supportive policies. Family firms should professionalize Human Resources (HR) and learning, involve nonfamily specialists and codify knowledge for transparency and succession. Digital tools can be extended beyond traditional ties. Originality/value This review maps the influential factors and mechanisms driving digital transformation in Asian family firms and offers a framework that links external contexts to internal processes and organizational outcomes.
Dang et al. (2026) studied this question.