The diversity of the top management team and the survival and success of international companies: The case of Spanish companies with foreign direct investment in China

Niñerola, Àngels; Hernández‐Lara, Ana Beatriz; Rebull, María Victòria Sánchez

doi:10.17345/rio16.127-148

Cited by 4 publications

(2 citation statements)

References 31 publications

(46 reference statements)

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“…Studies have shown that CEOs with a longer tenure can resist change, making them less likely to initiate risky processes such as company internationalization (Finkelstein & Hambrick, 1996). Similarly, other authors have found that shorter stays in a firm could have a positive relationship with the international diversity of the company (Niñerola et al, 2016).…”

Section: Tenure Of the Ceomentioning

confidence: 61%

Internationalization of family firms: the effect of CEO attributes

2021

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This paper examines the influence of CEO characteristics on the internationalization of family businesses. The study is based on Upper Echelons Theory, where organizational performance is related to the cognitive foundations and values of the managers of the family business. This work aims to contribute to the construction of a link between research in management teams and theoretical studies on family businesses. Using Probit and Tobit regression analyses on a sample of 1005 Spanish family businesses, this study demonstrates that CEOs with some specific characteristics are more likely to adopt some strategies for the internationalization of a company. For example, the type of studies undertaken by the CEO or the existence of a consensual strategic plan within the family business are positively linked to the adoption of an exportation strategy. Also, previous professional experience outside the family business or being a first-generation family member contributes to going international via establishing strategic alliances, while being a tenured CEO shows a positive effect on an internationalization strategy based on direct investment, but a negative effect on the establishment of strategic alliances. Finally, a family member CEO negatively affects an internationalization strategy based on direct investment. The results also affirm that the internationalization strategy is determined by the size of the business and the sector in which it operates.

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Section: Tenure Of the Ceomentioning

confidence: 61%

Internationalization of family firms: the effect of CEO attributes

2021

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“…Compared to export, the heavier forms of internationalization such as foreign direct investment have received even less attention. While Niñerola et al (2016) found that gender diversity of top management teams increases the likelihood of success of the investment, Rashid (2020) demonstrates that women directors do not significantly impact foreign equity ownership.…”

Section: The Missed Link Between Women In Upper Echelons and Firm Int...mentioning

confidence: 99%

Women and international strategy: preliminary results

BANNO',

D'ALLURA,

FILIPPI

2023

Sinergie Italian Journal of Management

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Framing of the research. Despite the large literature focusing separately on women in the upper echelons and on firm internationalization, gender differences in international business research have so far received little attention. We enrich this field by adopting the liberal feminist theory. We search for discrimination and/or barriers within the firm (i.e., internal context) and in the external context as they can negatively affect the effectiveness of women directors when internationalizing.Purpose of the paper. By relying on the liberal feminist theory we suggest that while men and women are equally capable to internationalize, women may face gendered barriers within and outside the firm, which hinder internationalization. We aim to detect if and how the (internal and external) context mediate the impact of women in the upper echelons on internationalization.Methodology. A dataset of 2,861 Italian firms referring to 2017 is used.Results. Our analysis shows that when the (external and/or internal) context is non-egalitarian, women-led firms are less likely to internationalize due to the existing barriers.Research limitations. The general limitation in the quantitative research design could be addressed with a deeper analysis of the characteristics of female directors. The limitation regarding observation time could be faced considering the span of time women have been on the board. The roles the women hold (e.g., CEO) could also be investigated.Managerial implications. Remedial strategies should focus on development of the firm in order to make it more egalitarian. Moreover, public incentive programs should address impediments such as non-egalitarian attitudes or other gendered barriers.Originality of the paper. We enriched the theory of international businesses by adopting the liberal feminist theory, envisioning a "feminist international business theory". We searched for discrimination and/or barriers in the internal and/or external context.

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Women in top echelon positions and firm internationalisation strategies: What do we know? How do we know? Where should we be heading?

Bannò,

Filippi

2024

J Manag Gov

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While women in top echelon positions and firm internationalisation have been investigated separately for an extended period, the intersection between the two has seldom been explored. This study reviews 55 publications analysing the effect of women in top echelon positions on firm internationalisation. Our review relies on the ADO–TCM framework and the microfoundational approach. Following the Theories–Contexts–Methods (TCM) framework, previous research is outlined describing: (1) theories, i.e., gender-related theories; (2) contexts, i.e., women’s top echelon position and country where women operate; (3) methods, i.e., research methods, the consideration and measurement of gender, sample, and years. Following the Antecedents–Decisions–Outcomes (ADO) framework and the microfoundational approach, emerging findings are classified into: (1) antecedents of firm internationalisation by distinguishing between those related to microfoundation (i.e., characteristics of women in top echelon positions), the discrete context (i.e., firm characteristics), and the omnibus context (i.e., characteristics of the countries of origin, destination and public stimulation programmes); (2) characteristics of the decisions regarding firm internationalisation (i.e., entry mode, export propensity, and propensity to foreign direct investments); (3) outcomes of firm internationalisation (i.e., export intensity, percentage of foreign equity ownership, number of foreign direct investments, number and characteristics of destination countries, investment success and performance, and other outcomes). Based on this, research gaps are identified and a research agenda is offered.

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The diversity of the top management team and the survival and success of international companies: The case of Spanish companies with foreign direct investment in China

Cited by 4 publications

References 31 publications

Internationalization of family firms: the effect of CEO attributes

Internationalization of family firms: the effect of CEO attributes

Women and international strategy: preliminary results

Women in top echelon positions and firm internationalisation strategies: What do we know? How do we know? Where should we be heading?

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