Board openness and family firm internationalization: a social capital perspective

Ownership, governance, and internationalization in family firms: a replication and extension

“…When a firm internationalizes, it often suffers from the liability of outsidership, i.e., the need to be insiders in relevant networks in host markets (Johanson & Vahlne, 2009). Research has shown that directors' social capital is the main vehicle through which organizations develop their key strategic decision-making processes (Chen et al, 2017;Kim & Cannella, 2008), and the board's level of knowledge, experience, and skills significantly affects the firm's degree of internationalization (Barroso et al, 2011;Debellis et al, 2022). In this respect, the board of directors plays a crucial role as a provider of resources, such as legitimacy, strategic advice, and connections to other organizations (Hillman & Dalziel, 2003).…”

“…First, the authors are likely to have been too parsimonious in their theoretical foundation and explanation of the trigger that turns the effect of family ownership from positive to negative, and why this should result in a curvilinear functional effect (as opposed to, for instance, a moderated linear effect). Second, over the past decade, a number of factors have been identified as especially influential for FF internationalization, including family involvement in governance (Debellis et al, 2022;Ray et al, 2018), firm age (D'Angelo & Buck, 2019;Santoro et al, 2021), and firm size (Fang et al, 2016), but not considered in Sciascia et al's (2012) theorizing. It would thus be valuable to extend their original theory by examining how family involvement in FF governance could result in higher or lower levels of internationalization, and the effect of contingency variables on this relationship.…”

Artificial intelligence and green product innovation: Moderating effect of organizational capital

“…Moreover, organizational capital is believed to be embedded in the key personnel of the firm, such as managers and board capital, and more efficient processes and stronger management capabilities can achieve effective interaction between humans and assets [ 34 ]. Furthermore, board directors hold the highest authority in the process of making decisions and are typically viewed as the embodiment of an organization's social capital [ 35 ]. Therefore, this study divides board capital into board human capital (BHC) and board social capital (BSC) [ 36 ].…”

Foreign Market Exit in Family Firms: Do Historical Military and Cultural Frictions Matter?

“…Existing literature has recorded a growing number of studies on family firm internationalization (see e.g., Arregle et al, 2021;Calabrò, Campopiano, & Basco, 2017;Chang et al, 2014;Debellis, Torchia, Quarato, & Calabrò, 2022). Despite the knowledge generated, pressing research needs have arisen for integrating family business and international business (IB) perspectives to explain the heterogeneity of family firms in affecting their responses to home-host country differences, relationships and tensions (Arregle, Hitt, & Mari, 2019;De Massis et al, 2018;Miroshnychenko et al, 2023).…”