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

Tasavori, Misagh; Zaefarian, Reza; Eng, Teck‐Yong

doi:10.1177/0266242618773145

Cited by 49 publications

(38 citation statements)

References 143 publications

(353 reference statements)

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“…This finding highlights the simultaneous consideration of a board's internal and external social capital, improving our understanding of how family firms and BoDs differ in using both dimensions of social capital to achieve better sustainable firm performance. This result extends family business literature focused on social capital [50,106,111]. Thus, as suggested by Kim and Canella [21], once researchers understand the social capital that the BoD members bring to the board, they can better grasp how the BoDs specific social capital impacts its effectiveness and sustainable firm performance.…”

Section: Discussionsupporting

confidence: 72%

New Insights into Non-Listed Family SMEs in Spain: Board Social Capital, Board Effectiveness, and Sustainable Performance

2020

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This study proposes an original structural model that analyzes the relationship between sustainable firm performance, and a board of directors’ external and internal social capital. Data collected in 232 non-listed and family-run small and medium-sized enterprises in Spain suggest that the effects of boards’ internal and external social capital on sustainable firm performance were partially transmitted through board effectiveness. However, external social capital influences board effectiveness and sustainable firm performance more than internal social capital. Moreover, interlocks only reinforce the relationship between a board’s external social capital and its effectiveness. Our research offers the following main contributions: (1) A proposed structural theoretical model, (2) a focus on both internal and external social capital, unlike previous literature that emphasized only one perspective, and (3) empirical evidence that supports literature on the interlocking interaction between a boards’ internal and external social capital.

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Section: Discussionsupporting

confidence: 72%

New Insights into Non-Listed Family SMEs in Spain: Board Social Capital, Board Effectiveness, and Sustainable Performance

2020

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“…If entrepreneurs are able to continue to develop strong network relationships with potential stakeholders in the international market, the chances of failure can be minimized (Zimmerman et al , 2009). In a participative governmental environment, higher level of social capital of entrepreneur increases the emergence of new source of opportunities (Tasavori et al , 2018).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Impacts of dynamic managerial capability and international opportunity identification on firm performance

Mostafiz

Sambasivan

Goh

2019

MBR

113

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Purpose This paper aims to investigate the antecedents and outcomes of international opportunity identification (IOI) in export-manufacturing firms. The fundamental question addressed in this research is: How does dynamic managerial capability (DMC) of entrepreneurs contribute to IOI and success of the firms? Design/methodology/approach The research model was tested through structural equation modeling among the readymade garment manufacturing firms in the least developed country, Bangladesh. A survey was conducted with a random sampling approach and responses were collected from 390 firms. Findings The salient findings are: DMC has direct and indirect impacts through IOI on financial and non-financial performance; IOI mediates the relationship between managerial social capital and non-financial performance and between managerial cognition and non-financial performance; IOI has a negative relationship with the financial performance of the firms; and scope of accelerated internationalization positively moderates the relationship between IOI and financial performance of firms. Originality/value This paper notably shows that DMC of export-manufacturing entrepreneurs leads to the identification of the right kind of opportunities, which, in turn, generate better performance. It is advantageous for this type of firm to operate a business in multiple countries.

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“…Exporting activity is of great importance to firms as it helps enhance a firm’s market position and survival (Leonidou et al, 2010; Morgan et al, 2012). In particular, small and medium-sized enterprises (SMEs) in developing economies can leverage exporting as a springboard to transcend the limits of their home markets and utilise foreign market opportunities (Boso et al, 2016; Tasavori et al, 2018). Nonetheless, given the increasing competitiveness of the international marketplace, understanding the key determinants of export performance is of great concern for both managers and policy makers (Morgan et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

The effects of learning orientation and marketing programme planning on export performance: Paradoxical moderating role of psychic distance

Assadinia

Kadile

Gölgeci

et al. 2019

International Small Business Journal: Researching Entrepreneurs

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Despite extensive research on the effect of organisational learning processes on firm performance, how and when a propensity to learn influences the export performance of small and medium-sized enterprises (SMEs) remains unclear. Using multiple-informant and time-lagged primary data from 242 SMEs in a sub-Saharan African market, this study examines the roles of marketing programme planning and host country psychic distance in linking export learning orientation to export performance. Findings from the study show that increases in both export learning orientation and marketing programme planning are associated with increases in export performance. In addition, the study finds that while increases in psychic distance weaken the effect of export learning orientation on export performance, it strengthens the effect of marketing programme planning on export performance. These findings draw attention to the idea that cognitive distance between home and host country markets may play a paradoxical role in explaining when organisational learning activities may help or hurt exporting SMEs.

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

Cited by 49 publications

References 143 publications

New Insights into Non-Listed Family SMEs in Spain: Board Social Capital, Board Effectiveness, and Sustainable Performance

New Insights into Non-Listed Family SMEs in Spain: Board Social Capital, Board Effectiveness, and Sustainable Performance

Impacts of dynamic managerial capability and international opportunity identification on firm performance

The effects of learning orientation and marketing programme planning on export performance: Paradoxical moderating role of psychic distance

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