Abstract
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 1-28 |
| Seitenumfang | 28 |
| Fachzeitschrift | Review of Managerial Science |
| Jahrgang | 8 |
| Ausgabenummer | 1 |
| DOIs | |
| Publikationsstatus | Veröffentlicht - 2012 |
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in: Review of Managerial Science, Jahrgang 8, Nr. 1, 2012, S. 1-28.
Publikation: Beitrag in Fachzeitschrift › Artikel › Begutachtung
TY - JOUR
T1 - Internationalization of family firms: The effect of ownership and governance
AU - Mitter, C.
AU - Duller, C.
AU - Feldbauer-Durstmüller, B.
AU - Kraus, S.
N1 - Cited By :103 Export Date: 14 December 2023 Correspondence Address: Mitter, C.; Salzburg University of Applied Sciences, Urstein Süd 1, 5412 Puch, Austria; email: [email protected] References: Agarwal, S., Ramaswami, S.N., Choice of foreign market entry mode: impact of ownership, location and internalization factors (1992) J Int Bus Stud, 23 (1), pp. 1-27; Aldrich, H., Cliff, J., The pervasive effects of family on entrepreneurship: toward a family embeddedness perspective (2003) J Bus Ventur, 18 (5), pp. 573-597; Anderson, R., Reeb, D., Founding-family ownership and firm performance: evidence from the SandP 500 (2003) J Finance, 58 (3), pp. 1301-1328; Arregle, J., Hitt, M., Sirmon, D., Very, P., The development of organizational social capital: attributes of family firms (2007) J Manag Stud, 44 (1), pp. 73-95; Astrachan, J., Klein, S., Smyrnios, K., The F-PEC scale of family influence: a proposal for solving the Family Business definition problem (2002) Fam Bus Rev, 15 (3), pp. 45-58; Bammens, Y., Voordeckers, W., van Gils, A., Board of directors in family firms: a generational perspective (2008) Small Bus Econ, 31 (2), pp. 163-180; Barney, J., Firm resources and sustained competitive advantage (1991) J Manag, 17 (1), pp. 99-120; Barney, J.B., Clark, C., Alvarez, S., Where does entrepreneurship come from: network models of opportunity recognition and resource acquisition with application to the family firm (2002) Paper presented at second annual conference on theories of the family enterprise, Philadelphia; Barroso, C., Villegas, M.M., Pérez-Calero, L., Board influence on a firm's internationalization (2011) Corp Gov Int Rev, 19 (4), pp. 351-367; Basly, S., The internationalization of family SME: an organizational learning and knowledge development perspective (2007) Baltic J Manag, 2 (2), pp. 154-180; Benavides-Velasco, C.A., Quintana-García, C., Guzmán-Parra, V.F., Trends in family business research (2011) Small Bus Econ, , doi: 10. 1007/s11187-011-9362-3; Bhaumik, S.K., Driffield, N., Pal, S., Does ownership structure of emerging market firms affect their outward FDI? 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PY - 2012
Y1 - 2012
N2 - Despite family firm's dominant role in economies worldwide, there is little empirical knowledge on their internationalization. Drawing on a sample of Austrian firms, this paper investigates the impact of family influence and various governance factors on internationalization. The findings reveal an inverted U-shaped relationship between family influence and internationalization. Family firms with medium family influence are the most internationally active companies. This indicates that concerning internationalization the advantages of being a family firm are highest when the family's ownership share and involvement in management and governance boards is not too extensive. Additionally, neither the incumbent generation, nor the level of non-family executives in the management board, nor the existence of a supervisory board has a significant influence on going international. Since advisory boards seem to foster internationalization, they might be an adjuvant means of equipping family firms with the necessary capabilities, know-how and contacts to operate internationally. © 2012 Springer-Verlag.
AB - Despite family firm's dominant role in economies worldwide, there is little empirical knowledge on their internationalization. Drawing on a sample of Austrian firms, this paper investigates the impact of family influence and various governance factors on internationalization. The findings reveal an inverted U-shaped relationship between family influence and internationalization. Family firms with medium family influence are the most internationally active companies. This indicates that concerning internationalization the advantages of being a family firm are highest when the family's ownership share and involvement in management and governance boards is not too extensive. Additionally, neither the incumbent generation, nor the level of non-family executives in the management board, nor the existence of a supervisory board has a significant influence on going international. Since advisory boards seem to foster internationalization, they might be an adjuvant means of equipping family firms with the necessary capabilities, know-how and contacts to operate internationally. © 2012 Springer-Verlag.
KW - Advisory board
KW - Family firms
KW - Family influence
KW - Internationalization
KW - Non-family managers
KW - Supervisory board
U2 - 10.1007/s11846-012-0093-x
DO - 10.1007/s11846-012-0093-x
M3 - Article
SN - 1863-6683
VL - 8
SP - 1
EP - 28
JO - Review of Managerial Science
JF - Review of Managerial Science
IS - 1
ER -