Internationalization of family SMEs: the impact of ownership, governance, and top management team

Internationalisation of family small and medium sized enterprises: The role of stewardship orientation, family commitment culture and top management team

“…Meyer and Allen (1991, p. 67) conceptualise commitment with three components as "affective, continuance, and normative commitment". Through time, family commitment in the FSME may develop into an organisational culture extending through its leaders and members (Segaro, 2012). Therefore in an FSME context employees may share commitment to organisational goals such as profit, or growth (Barsade, 2002).…”

“…Non-family managers, with industry experience, may have social capital (e.g. Segaro, 2012), which can enable internationalisation. The next generation family managers may already have the pre-requisite industry experience through informal involvement in strategic decision-making before joining the TMT in their FB (Hall & Nordqvist, 2008;Hall, Melin, & Nordqvist, 2001;Morris et al, 1997).…”

Traditional Governance and Innovative Strategies in Italian Family SMEs: Evidence from Tuscany

“…11, No. 2;2018 proprietary base (the issue of a higher degree of formalization) should be faced" (Vincenzo Cangioli, 4-7-2016) The dynamics of governance shown by the Battiloro during the last generational change have been quite different, notwithstanding the fact that family structures here and in the Lanificio are similar. In the gold-beating company the transition from the fifth to the sixth entrepreneurial generation took place in two steps, within a decade.…”

“…Among these, the influence of the generational change on the degree of homogeneity/heterogeneity of ownership (Kellermanns & Eddleston, 2006) and the issue of the professionalization of the family management (Hall & Nordqvist, 2008;Dekker, Lybaert, Steijvers, & Depaire, 2015) seem to hold special meaning. Moreover, a number of studies have investigated the impact of governance structures on innovation (Hoskisson, Hitt, Johnson, & Grossman, 2002), as well as the impact of the composition of the Board of Directors (hereafter BoD) on internationalization (Calabrò, Mussolino, & Huse, 2009;Arregle, Naldi, Nordqvist, & Hitt, 2012;Segaro, 2012;Majocchi & Strange, 2012;Corsi & Prencipe, 2015) and on the firm's performance (Kouki & Guizani, 2015;Gonzà lez-Cruz & Cruz-Ros, 2016).…”

Export behavior and board independence in Colombian family firms: The reverse causality relationship

“…Scholars have studied family firms' internationalization process and the determinants that trigger that process (Claver, Rienda, & Quer, 2009;Fernádez & Nieto, 2005;Gallo & Pont, 1996;Graves & Thomas, 2004, 2006Segaro, 2010;Thomas & Graves, 2005), however there's still a dearth of research on how family ownership and management changes affect these firms' propensity to become exporters, especially in the context emerging economies.…”