The pursuit of international opportunities in family firms: Generational differences and the role of knowledge‐based resources

The pursuit of international opportunities in family firms: Generational differences and the role... Research Summary: We argue that willingness (attitude toward risk, return, and socioemotional wealth), ability (extent of control), and resource availability influence the internationalization of family firms. We hypothesize that the internationalization of family firms led by founding and later generation family members differs from the internationalization of nonfamily firms and from each other and that knowledge‐based resources moderate the relationship. Longitudinal analysis of 4,925 firm‐year observations of S&P 1500 manufacturing firms from 2002 to 2008 shows that compared to nonfamily firms, family firms run by founding (later generation) family members internationalize less (more). Knowledge resources increase (decrease) the internationalization of founder‐led (later generation) family firms. Overall, how family ownership influences firm behavior is likely to vary as much by its type as its amount. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Global Strategy Journal Wiley

The pursuit of international opportunities in family firms: Generational differences and the role of knowledge‐based resources

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Publisher
Wiley Subscription Services, Inc., A Wiley Company
Copyright
Copyright © 2018 Strategic Management Society
ISSN
2042-5791
eISSN
2042-5805
D.O.I.
10.1002/gsj.1197
Publisher site
See Article on Publisher Site

Abstract

Research Summary: We argue that willingness (attitude toward risk, return, and socioemotional wealth), ability (extent of control), and resource availability influence the internationalization of family firms. We hypothesize that the internationalization of family firms led by founding and later generation family members differs from the internationalization of nonfamily firms and from each other and that knowledge‐based resources moderate the relationship. Longitudinal analysis of 4,925 firm‐year observations of S&P 1500 manufacturing firms from 2002 to 2008 shows that compared to nonfamily firms, family firms run by founding (later generation) family members internationalize less (more). Knowledge resources increase (decrease) the internationalization of founder‐led (later generation) family firms. Overall, how family ownership influences firm behavior is likely to vary as much by its type as its amount.

Journal

Global Strategy JournalWiley

Published: Jan 1, 2018

Keywords: ; ; ; ;

References

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