The influence of family involvement and generational stage on learning-by-exporting among family firms

Marín, Gregorio Sánchez; Pemartín, María; Monreal-Pérez, Joaquín

doi:10.1007/s11846-019-00350-7

Cited by 49 publications

(37 citation statements)

References 95 publications

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“…However, with a high family involvement in the TMT, AC and NC partially mediate the relationship between ISC and innovation. This finding supports the argument that family involvement in the TMT enhances the potential for non-family employee commitment and assessment of innovation (Sanchez-Marin et al, 2020). Thus, top managers and non-family members rely on mutual support to realise innovation (Aparicio, Iturralde, & Sanchez-Famoso, 2019;Sanchez-Famoso et al, 2019).…”

Section: The Family Involvement In Management (Tmt Members) Has a Modsupporting

confidence: 81%

“…Top managers and employees rely on mutual support to focus on innovation during changes in the market (Huy, Corley, & Kraatz, 2014). Thus, family involvement in the TMT may enhance the potential for non-family employees' commitment to and assessment of innovation (Sanchez-Marin et al, 2020). However, when many family viewpoints are included in the strategic decision process, the likelihood of relational conflicts rises, generating tension, animosity and annoyance (Martinez-Alonso, Martinez-Romero, & Rojo-Ramirez, 2020; Sanchez-Famoso et al, 2019).…”

Section: Family Top Management Team (Tmt) Involvement and Support Formentioning

confidence: 99%

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Relational antecedents of innovation in family firms: The complexity role of non-family employees' commitment

Mejía‐Morelos

Cisneros-Martinez

Keen

et al. 2020

EJFB

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A better understanding of the relational antecedents of innovation in family firms is central to explaining their long-term success and survival. Our study proposes an original model that shows that the internal social capital of non-family members does not always foster innovation directly as existing theory suggests, but through their organizational commitment. These results differ across the different dimensions of organizational commitment. Therefore, our study challenges existing thinking on commitment studies by offering theoretical grounding and empirical evidence that neglected dimensions of commitment have a crucial intermediate role in the relationship between internal social capital and innovation in family firms.

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Section: The Family Involvement In Management (Tmt Members) Has a Modsupporting

confidence: 81%

Section: Family Top Management Team (Tmt) Involvement and Support Formentioning

confidence: 99%

Relational antecedents of innovation in family firms: The complexity role of non-family employees' commitment

Mejía‐Morelos

Cisneros-Martinez

Keen

et al. 2020

EJFB

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“…On the one hand, by learning from them how to survive in the markets [20,39], and on the other, by learning how to intensify their innovation in process and products in order to be competitive in the international markets [31]. This feedback allows them to enhance their products and process, boosting their innovative capacity [40,41].…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Hence, the authors appreciate the existence of self-selection and learning-by-exporting mechanisms. For their part, [41,84] examine the relationship between family firm and learning-by-exporting and prove that family-controlled firms are more efficient in taking advantage of the knowledge learnt through their exporting activity.…”

Section: H2: Exporting Boosts Performance Growthmentioning

confidence: 99%

Exporting and Firms’ Performance—What about Cooperatives? Evidence from Spain

2020

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This paper examines how exporting cooperatives evolve and differ from those that are focused on the domestic market. We use a Spanish firm-level panel data set spanning 26 years (1991–2016). We work with a wide set of variables that reflect cooperatives’ performance: sales, gross operating margin, productivity, wages, employment, capital intensity, skilled-labour intensity and R&D effort. The analysis deals with two working hypotheses: (i) Exporting cooperatives perform better than non-exporters, (ii) exporting boosts performance growth. With regard to the first one, we provide evidence that exporting cooperatives outperform those that are focused on the domestic market. Cooperatives that export are more productive, larger and pay higher wages than non-exporters. In addition, they are more capital- and skilled-labour intensive. The second hypothesis does not find such conclusive results. Only employment and skilled-labour intensity of exporters show significant faster performance growth than non-exporters. Results can lend weak support to the fact that exporting boosts performance growth.

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“…Given the importance of emerging markets and the associated challenges, an investigation of internationalization strategies of family firms is of clear importance (Wright et al, 2014), especially considering the role of family involvement in the internationalization process (e.g. De Massis et al, 2018;Sánchez-Marín et al, 2020). In particular, the choice of entry mode, which often determines success or failure in international markets (Brouthers and Hennart, 2007), might follow entirely different patterns when viewed in the light of the specificities of emerging markets as well as the differences in family firm logics (Arregle et al, 2017;Verbeke et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Joint (Ad)ventures—Family firms' international entry mode choices for emerging markets

Loehde

Calabrò

Torchia

et al. 2020

IJEBR

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PurposeThe aim of this study is to advance knowledge on family firms' entry mode choices by examining the linkage between target market context, especially in the emerging economies of China and India, and the dominant family firm logic of keeping ownership and control in the family.Design/methodology/approachWe use an exploratory multiple case study analysis approach based on nine German family firms' internationalization endeavors. We use both primary and secondary data.FindingsTraditionally, extant research concludes that family principals prefer foreign direct investments (FDIs) in order to exert maximum control when entering international markets. In contrast, our study finds a clear preference for international joint ventures (IJVs) as an initial entry mode of choice into unfamiliar markets. Our findings propose this decision to be rooted in cultural unfamiliarity and the complexity of the target markets' legal environment. The effect of these two factors is amplified by prior IJVs experiences.Originality/valueThis article offers several original insights. First, we identify the triggers of the paradoxical IJVs’ entry mode choice among family firms and thus explain the motivation for breaking with the dominant family firm logic of maximizing control. Second, we account for factors in China's and India's particular emerging market environments. In the light of family control, the unfamiliarity with these markets triggers the decision to compensate for the high level of uncertainty by engaging in an IJV partnership. Third, our study shows that family firms are indeed willing to share control if it serves the long-term survival of the firm.

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The influence of family involvement and generational stage on learning-by-exporting among family firms

Cited by 49 publications

References 95 publications

Relational antecedents of innovation in family firms: The complexity role of non-family employees' commitment

Relational antecedents of innovation in family firms: The complexity role of non-family employees' commitment

Exporting and Firms’ Performance—What about Cooperatives? Evidence from Spain

Joint (Ad)ventures—Family firms' international entry mode choices for emerging markets

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