What Does Really Matter in the Internationalization of Small and Medium-Sized Family Businesses?

Abstract

Internationalization of family businesses is often considered

Internal social capital and international firm performance in emerging market family firms: The mediating role of participative governance

“…With the trusted relationship between family members, family firms are confident that they will not be faced with opportunistic behaviour (Nahapiet and Ghoshal, 1998;Carr et al, 2011;Pearson et al, 2008), and this is especially critical when emerging economy family small and medium-sized enterprises (SMEs) have very limited resources for internationalisation (Gallo and Pont, 1996;Kontinen and Ojala, 2010). Calabrò et al (2016) also show that family firms trust the incoming generation and embrace their knowledge and experience. According to Zaefarian et al (2016), some family firms from emerging economies send their second and third generations to developed countries to obtain related up-to-date industry or international business knowledge to ensure their success and better firm performance in international markets.…”

“…Since children receive their socialisation from their parents during childhood (Berger and Luckmann, 1991), children in family firms have a better understanding of the norms and values of the family, which can subsequently enhance the performance of family firms (Arregle et al, 2007) from emerging economies in international markets. Development of shared vision about internationalisation among family members can also develop commitment and enhance their international firm performance (Calabrò et al, 2016;Scholes et al, 2016;Graves and Thomas, 2008).…”

Management of Family Business Organizations as Tool of Sustainable Economic Development

“…It is necessary to study the positive experience and adapt it to the realities and traditions of the Russian market economy [11], [12].…”

How Do Family Firms Launch New Businesses? A Developmental Perspective on Internal Corporate Venturing in Family Business

“…Moreover, a stewardship-oriented governance is characterized by several features: comprehensive strategic decision making, long-term orientation, participative governance, and preservation of talented human capital (Eddleston, Kellermanns, and Zellweger 2012); relationship-based governance system that preserve firm's strategic assets and induce employees' psychological ownership (Westhead and Howorth 2007); emphasis on nonfinancial objectives and higher risk bearing (Sciascia et al 2012). A stewardship perspective has been used to investigate corporate entrepreneurship in family firms (Calabr o, Brogi, and Torchia 2016;Eddleston, Kellermanns, and Zellweger 2012;Madison et al 2016). According to Eddleston, Kellermanns, and Zellweger (2012), for instance, a stewardship culture is an antecedent of entrepreneurial behavior in family firms.…”

“…Drawing from both sociology and psychology, stewardship theory assumes that organizational actors can obtain greater long‐term utility from other‐focused prosocial behavior, rather than from a self‐serving, short term, and opportunistic one (Hernandez ; Neubaum et al ). A stewardship perspective is widely used in the family business literature in general (Madison et al ; Miller, Le Breton‐Miller, and Scholnick ), as well as with reference to family firms’ entrepreneurial behavior (Calabrò, Brogi, and Torchia ; Eddleston, Kellermanns, and Zellweger ). In particular, existing literature suggests that stewardship conduct may vary along with the ownership development of the firm and particularly to decrease with ownership dispersion across different family branches (Le Breton‐Miller, Miller, and Lester ; Miller, Le Breton‐Miller, and Scholnick : Randerson et al ; Welsh et al ).…”