We investigate the effect of political risk (PR) exposure and family control on the internationalization strategy of multinational enterprises (MNEs) using social capital theory. Our results from a negative binomial cross-sectional analysis in 2007 of Spanish MNEs show family ownership or the limited presence of family members on the board has no effect on internationalization.However, when the conceptualization of family firms (FFs) includes majority ownership and board presence, we find a direct negative effect on their internationalization scope but a positive moderating effect on the relationship between the exposure to PR and internationalization scope. FFs have some specific advantages suitable to be employed in their corporate political activity allowing them to develop long-lasting relationships with relevant political actors. By disentangling the effects of family control on internationalization and PR, this article explains how FFs can be simultaneously risk-willing and risk-averse. K E Y W O R D Sexperience by exposure, family firms, foreign direct investments, internationalization, political risk, social capital theory

in Italy where she holds a Marie Curie Fellowship. Besides teaching several subjects mostly in the field of International Business and Operations Management at postgraduate level, she supervises MA and Ph.D. students in a wide array of Fashion Management related subjects. She has a significant track of high-profile publications and her research interests tend to be of multidisciplinary nature and rather eclectic. They span from Chinese acquisitions of Made in Italy luxury brands, value creation and strategic upgrading of fashion clusters, governance of family business groups, luxury firms' strategic use of social media to quality management and the adoption of disruptive technologies both from a Marketing and Supply Chain Management perspective.

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Around the world, some of the largest firms in many countries are controlled by family business groups such as Fiat in Italy, Ford in the US, Hutchison Whampoa in Hong Kong, Samsung in South Korea and many others. Further, many family groups have a long history. Although family business groups are a significant and long standing phenomenon in most parts of the world, their resilience to globalization in their use of different organizational structures have received little attention from a cross-cultural perspective. Drawing on our previous work, the study provides a theoretical framework to classify family business groups on the basis of their organizational choices from a cross-cultural perspective.

PurposeThis paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.Design/methodology/approachAdopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.FindingsThe findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.Originality/valueThe study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.