Family Business Characteristics and the Approach to HRM in Overseas Ventures

Bannò, Mariasole; Sgobbi, Francesca

doi:10.1111/jsbm.12162

Cited by 22 publications

(11 citation statements)

References 78 publications

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“…We identify family control as the power to appoint to the board of directors. This definition is in line with previous studies, according to which family control can be identified as the fractional equity holding by family founding members or descendants (Bannò and Sgobbi, 2016;Lee, 2006). We define the variable that identify the nature of FBs as a binary variable equal to 1 if a non-listed firm is principally owned by the family or if no less than 20% of a listed firm is owned by the family, and zero otherwise (Littunen and Hyrsky, 2000).…”

supporting

confidence: 82%

The localization choices of Italian family businesses in China: is there an agglomeration effect?

Bannò

Gianni

Trento

2020

Sinergie Italian Journal of Management

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Purpose of the paper:Based on the socioemotional wealth theory, the objective of this work is to investigate the existence of different motivations influencing the localisation choice of the FBs' investments. We want to explore if FBs agglomerate with other FBs or, more generally, if FBs follow a different pattern rather than NFBs.Methodology: The study was carried out using the mixed method following an exploratory sequential design. The quantitative analysis was conducted starting from a sample of 2,958 FDIs made by Italian FBs and NFBs in China, while the qualitative analysis was carried out by performing an in-depth interview with the Marketing Manager of the Italy-China Foundation and by triangulating the information with written reports.Findings: The results are consistent with the traditional literature that identifies the main drivers of localization choices in the economic-strategic, political and institutional factors. Any different motivations from NFBs due to SEW were not confirmed.Research limitations: A first limitation is that, in the quantitative analysis, we considered only FDIs in China and only by Italian companies. A second limitation is that, again in the quantitative analysis, the measure used to identify and distinguish FBs from NFBs is a dichotomous variable.Implications: From a managerial point of view, what this study implies is that family companies and all the other types locate their FDIs following similar logics and so there is no difference in the strategies of localization that can be traced back to the family or non-family nature.Originality of the paper: to date, very limited knowledge exists about the strategic location choice of FBs and particularly, the agglomeration effect in FBs compared to NFBs.

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supporting

confidence: 82%

The localization choices of Italian family businesses in China: is there an agglomeration effect?

Bannò

Gianni

Trento

2020

Sinergie Italian Journal of Management

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“…Nevertheless, the usage of family managers has its limitations. Family managers may not possess the requisite experience and prior knowledge needed for EFBGs internationalization which could hence delay and restrict their progress (Bannò and Sgobbi 2016;Del Bosco and Bettinelli 2020;Vandekerkhof et al 2015). As stated previously, there are only a finite number of direct family members available useful across the FBGs.…”

Section: Family Managers As a Specific Resource Utilized During Efbgs Internationalizationmentioning

confidence: 99%

“…Emerging Market Multinational Family Business Groups and… Therefore, it is a strategic challenge for EFBGs to manage where to assign family members internationally. Conversely, most studies related to family management and family member involvement have focused on the corporate level but have ignored the pivotal role it plays during internationalization (Bannò and Sgobbi 2016;Tabor et al 2018). Our research objective is to address this gap by examining the practical utilization of family managers established in foreign subsidiaries.…”

mentioning

confidence: 99%

Emerging Market Multinational Family Business Groups and the Use of Family Managers in Foreign Subsidiaries

2021

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Little is known about the internationalization behavior of Emerging Market Family Business Groups (EFBGs) and their strategic usage of family managers in foreign subsidiaries facing uncertainty due to institutional differences. Informed by the resource-based view of the firm and by institutional theory, we hypothesize that family managers are an EFBGs-specific resource used to mitigate institutional uncertainty caused by larger institutional distances occurring between home and host countries. Moreover, family managers are used differently depending on the regional focus of the EFBGs, which further strengthens the critical role that family manager’s play in management and control across the business groups. We employ 5-year panel data on Taiwanese EFBGs, and our results indicate that family managers tend to be assigned by EFBGs with stronger operations outside the home region, and in foreign subsidiaries where strong differences in regulative and cognitive institution may exist. We contribute to the continuing understanding of family ownership in the management of EFBGs, and the research of internationalization of firms on managing foreign subsidiaries.

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“…Training and development. Few works address HRD (Kotey and Folker, 2007) or its organizational outcomes (Bannò and Sgobbi, 2016;Benito-Hernández et al, 2015). For example, Loan-Clarke et al (1999) indicated that the budget for investment in managerial development practices is negatively correlated with the number of family members in the management team.…”

Section: Hr Practices In Family Businessesmentioning

confidence: 99%

Advancing knowledge on human resource management in family firms: An introduction and integrative framework

Hoon

Hack

Kellermanns

2019

German Journal of Human Resource Management

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Over the last decades, human resource management has received increasing attention in family business scholarship. However, works on human resource management in the context of family firms remain relatively low as compared to the more general body of studies on human resource management. This article introduces our special issue of the German Journal of Human Resource Management, which discusses facets of how family firms configure human resource management and set human resource practices. We first give a brief overview on the conceptual and empirical research that relates to and informs human resource management within family firms, resulting in a human resource system framework. We then discuss ideas for future human resource management research, namely, the influence of the owning family on human resource orientation, non-family employees as human resource recipients and the role of human resource professionals in delivering human resource management. Furthermore, we call for making psychological foundations part of the human resource management scholarship agenda. There is still work to be done before human resource management can find its ‘place in the sun’ in the family business community. Hence, this special issue contributes to developing family business human resource management scholarship further by offering the human resource system framework, by suggesting directions for future research and by advancing our conceptual and empirical understanding of human resource management in the context of family firms.

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Family Business Characteristics and the Approach to HRM in Overseas Ventures

Cited by 22 publications

References 78 publications

The localization choices of Italian family businesses in China: is there an agglomeration effect?

The localization choices of Italian family businesses in China: is there an agglomeration effect?

Emerging Market Multinational Family Business Groups and the Use of Family Managers in Foreign Subsidiaries

Advancing knowledge on human resource management in family firms: An introduction and integrative framework

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