Does ownership structure of emerging-market firms affect their outward FDI? The case of the Indian automotive and pharmaceutical sectors

State-owned MNCs and host country expropriation risk: The role of home state soft power and economic gunboat diplomacy

“…Our findings support a political economy based argument that in a bilateral context, inter-state relations can have an institutional function compensating the lack of credible government commitment. The research therefore adds to the growing literature in international business (IB) area on the relationship between ownership structure and firms' internationalization (Fernandez & Nieto, 2006;Filtotchev, Strange, Piesse, & Lien, 2007;Bhaumik, Driffield, & Pal, 2010;Wang, Hong, Kafouros, & Wright, 2012), and on international political factors on FDI flows (e.g. Nigh, 1985;Li & Vashchilko, 2010;Biglaiser & Lektzian, 2011).…”

“…Past research focuses on the internal governance structure giving rise to different sets of incentives and abilities that influence firms' internationalization with respect to foreign (Filatotchev et al, 2008), family (Bhaumik, Driffield, & Pal, 2010), and corporate ownership (Lien et al, 2005;Fernandez & Nieto, 2006). We complement the literature by analysing why, in their FDI decisions, state-owned MNCs may respond to expropriation risk in different ways from their private counterparts.…”

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

“…Family business owners may be reluctant to invest abroad because they fear not being able to transfer their intangible competitive advantages, such as organizational culture and business model, since they believe their success is mainly a result of their own entrepreneurial efforts and leadership (Gallo and Sveen, 1991). In this context, family firms are usually averse to decentralizing decision-making and prefer internalized operations, which reduces the options for international investments (Bhaumik et al, 2010;Zahra, 2003). Moreover, studies have found that as the family firm increases its international investments, it would have to deal with increased information asymmetries leading to an aversion of losing control which in turn can lead to conflicts among family members and a reduction of the international expansion (Fernández and 8 Nieto, 2006;Gomez-Mejia et al, 2010).…”

“…Such investigation is particularly important in the context of Latin America, since family firms account for about 90% of all businesses in the continent, and export activity has turned into a crucial activity for the long term survival of these firms (Bhaumik, Driffield, and Pal, 2010).…”

China's economic cooperation related investment: An investigation of its direction and some implications for outward investment

“…altering the style of management in an alien environment about which the emerging market firm has little information (see Bhaumik, Driffield and Pal, 2010, and the references therein).…”