Family ownership and family involvement as antecedents of strategic action: A longitudinal study of initial international entry

Evert, Robert E.; Sears, Joshua B.; Martin, John A.; Payne, G. Tyge

doi:10.1016/j.jbusres.2017.07.019

Cited by 49 publications

(42 citation statements)

References 85 publications

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“…In so doing, we provide new insights on the need to take into account different types of relationships and distinctions among family members with leading strategic decision‐making positions (Chrisman et al ., 2018; Daspit et al ., 2018; Fattoum‐Guedri et al ., 2018). Indeed, considering the distinction between family and non‐family managers, family and non‐family owners, active and passive family shareholders, and owners from different generations, we take into account their different motives and show that family members differ in terms of risk‐bearing according to their position in the business (Evert et al ., 2018), thus affecting whether the firm is more or less oriented towards growth. This helps further the debate on the heterogeneity of family firms (Chua et al ., 2012).…”

Section: Discussionmentioning

confidence: 99%

Does Growth Represent Chimera or Bellerophon for a Family Business? The Role of Entrepreneurial Orientation and Family Influence Nuances

Campopiano

Brumana

Minola

et al. 2019

European Management Review

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Growth brings lifeblood to sustain longevity across generation, but also critical challenges for family business. Relying on the behavioral agency model and its assumptions on risk-bearing in family firms, we discuss and test the effect of family involvement in the top management team (TMT) on family business growth. We use an inputbehavior-outcome framework based on the mediating role of entrepreneurial orientation. We also consider the moderating role of different ownership structures on the relationship between family involvement in the TMT on entrepreneurial orientation (EO). Results based on survey data collected by the STEP research consortium support the hypothesized negative effect of family involvement in the TMT on growth, fully mediated by EO. We also find that the presence of passive family members as majority shareholders and multigenerational involvement in ownership are important contingencies of the direct effect. Our evidence points to the fact that risk-bearing in family firms is not just dependent on the degree of family involvement in management, but also on the interests of different types of shareholders. We show that the at-times stylized negative traits of family firms are not universally valid, and that a comprehensive view of family influence over the business is needed to ascertain whether and to what extent these firms actually achieve growth.

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Section: Discussionmentioning

confidence: 99%

Does Growth Represent Chimera or Bellerophon for a Family Business? The Role of Entrepreneurial Orientation and Family Influence Nuances

Campopiano

Brumana

Minola

et al. 2019

European Management Review

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“…For instance, the role of founding family ownership needs greater attention. In addition, as family ownership and family involvement “may substitute for each other in generating the ability for the family to strategically direct the firm in a family‐oriented, particularistic way” (Evert, Sears, Martin, & Payne, 2018: 4), a valuable area of future scholarship would be to understand the joint influence of governance factors on SME internationalization strategies. Along the same line, Arregle et al (2019) propose family structural factors as another potential source of heterogeneity.…”

Section: A Future Research Agendamentioning

confidence: 99%

Behind the internationalization of family SMEs: A strategy tripod synthesis

Lahiri

Mukherjee

Peng

2020

Global Strategy Journal

104

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We review and synthesize the growing literature concerning the internationalization of small and medium-sized family enterprises (family SMEs) around a strategy tripod framework. In doing so, we identify various resource-based, institution-based, and industry-based factors that contribute to family SME internationalization endeavors. We also pinpoint possible home-country-level and host-country-level institutional and industry-based structural-cultural contingencies that may interact with family SME resource-based factors to accentuate or impede their internationalization. Moreover, we highlight different behavioral orientations as crucial missing links that characterize the family SME internationalization scholarship. Overall, our comprehensive synthesis of the literature sheds light on how internationalization strategies of family SMEs vary based on important drivers and contextual influences captured in our tripod framework. Managerial Summary: Family SMEs are distinct in that they possess the attributes of family businesses (family ownership and control) as well as those of SMEs (smallness, flexibility, and resource constraints). Managing these attributes may be difficult when it comes to executing important strategies such as

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“…Moreover, we added another variable that is assumed to affect the probability of exporting (negatively), but it is assumed not to influence export performance. This variable was the selfdeclared measure "family firms with a family CEO" because prior literature reported that the involvement of family members in ownership and management of the business negatively influences the likelihood of initial international entry (Cerrato & Piva, 2012: 634;Evert, Sears, Martin, & Payne, 2018) given their greater focus on domestic markets (Gallo & Garcia Pont, 1996).…”

Section: Robustness Checkmentioning

confidence: 99%

The earliness of exporting and creeping sclerosis? The moderating effects of firm age, size and centralization

D’Angelo

Buck

2019

International Business Review

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Family ownership and family involvement as antecedents of strategic action: A longitudinal study of initial international entry

Cited by 49 publications

References 85 publications

Does Growth Represent Chimera or Bellerophon for a Family Business? The Role of Entrepreneurial Orientation and Family Influence Nuances

Does Growth Represent Chimera or Bellerophon for a Family Business? The Role of Entrepreneurial Orientation and Family Influence Nuances

Behind the internationalization of family SMEs: A strategy tripod synthesis

The earliness of exporting and creeping sclerosis? The moderating effects of firm age, size and centralization

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