2014
DOI: 10.1016/j.ibusrev.2013.06.004
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Internationalisation of family small and medium sized enterprises: The role of stewardship orientation, family commitment culture and top management team

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Cited by 94 publications
(99 citation statements)
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References 103 publications
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“…By integrating social capital and corporate governance theories, and by employing the distinction between family-controlled and family-influenced SMEs, we showed that, in the context of family SME internationalization (Calabrò et al, 2013;Kontinen & Ojala, 2010, 2011a, 2011bLiang et al, 2014;Merino et al, 2014;Pukall & Calabrò, 2014;Segaro, Larimo & Jones, 2014;Sciascia et al, 2012), externally-hired professional managers can only fully exert their potential if coupled with external ownership, allowing bridging and bonding social capital to emerge with the alignment of the positive effects of agency, stewardship and SEW processes. This paper, focused on one strategy (i.e.…”
Section: Implications For Theorymentioning
confidence: 94%
See 1 more Smart Citation
“…By integrating social capital and corporate governance theories, and by employing the distinction between family-controlled and family-influenced SMEs, we showed that, in the context of family SME internationalization (Calabrò et al, 2013;Kontinen & Ojala, 2010, 2011a, 2011bLiang et al, 2014;Merino et al, 2014;Pukall & Calabrò, 2014;Segaro, Larimo & Jones, 2014;Sciascia et al, 2012), externally-hired professional managers can only fully exert their potential if coupled with external ownership, allowing bridging and bonding social capital to emerge with the alignment of the positive effects of agency, stewardship and SEW processes. This paper, focused on one strategy (i.e.…”
Section: Implications For Theorymentioning
confidence: 94%
“…Our paper contributes to the general SME internationalization literature and to the nascent literature on the internationalization of family SMEs (Calabrò, Torchia, Pukall, & Mussolino, 2013;Kontinen & Ojala, 2010, 2011a, 2011bLiang, Wang & Cui, 2014;Merino et al, 2014;Pukall & Calabrò, 2014;Segaro, Larimo, & Jones, 2014;Sciascia, Mazzola, Astrachan & Pieper, 2012) by analyzing the diversity of governance mechanisms in family SMEs as a potential explanation for some of the mixed and often contradictory results (Chrisman et al, 2012). We present theoretical explanations of our findings, and explain how prior, inconsistent studies may be reconciled in a field where "…empirical verification is needed" (Sharma, 2004, p. 15).…”
Section: Introductionmentioning
confidence: 91%
“…Extant literatures consider organizational learning to be composed of four components namely information acquisition, information dissemination, shared interpretation and organizational memory building [36][37][38]. The information acquisition component is the effort of an organization invested to attain necessary information, knowledge and capacity for the innovation process.…”
Section: Figure 1: Conceptual Frameworkmentioning
confidence: 99%
“…Innovation strategy: is an organizational philosophy and behavior directed on understanding the current and future needs of the market and adapting organizational response accordingly [38]. Measurement items were adapted from Frambach et al [13] and Jeong et al [26].…”
Section: Measurementmentioning
confidence: 99%
“…It has been confirmed that entrepreneurship includes features like innovation, value creation, growth, and profit [22], [23]. Researchers also referred to the vital role in the international trade and countries exports that they play [24]- [27].…”
Section: Entrepreneurship In a Sharia Compliant Prospectivementioning
confidence: 95%