Internationalization of Family–Controlled Firms: A Study of the Effects of External Involvement in Governance

By J. Arrégle, Lucia Naldi, Mattias Nordqvist, Michael A. Hitt. 2012

314 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/18ccb809ed8fb277b91da2adf9c6bdafc653a815

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In Management of Technology and Innovation

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Citations in the corpus

Family firm internationalization: heritage assets and the impact of bifurcation bias (2018, unknown): “Arregle et al. (2012) investigate the relationship between board governance practices in family-controlled firms and the scale and scope of internationalization, and find that open governance practices (i.e. involving external, non-family actors in governance) increase host market penetration, but…”
What do we know about Private Family Firms? A Meta–Analytical Review (2015, background): “While public family firms are subject to extensive nonfamily involvement in their governance (Arregle et al., 2012), the PFFs studied in this review are less subject to the beneficial effects of nonfamily involvement in their governance, and their inherently familial characteristics are likely to…”
Family firms in the global economy: Toward a deeper understanding of internationalization determinants, processes, and outcomes (2018, unknown): “Arriving at similar conclusions, Arregle et al. (2012) study the difference between family-owned and family-influenced firms, while D’Angelo et al. (2017) argue that to promote export performance, the hiring of external managers should be sustained and reinforced with a parallel action to attract…”
A bibliometric analysis of family firm internationalization research: Current themes, theoretical roots, and ways forward (2020, background): “It is not surprising then that, when the board of directors is made up of non-family external managers, the firms internationalize more (Arregle et al., 2012).”
Family involvement and firms’ establishment mode choice in foreign markets (2016, background): “First, core competencies in FMs are strictly embedded within the family boundaries, transmitted to the firm through the family’s power and culture, and inclined to hew to path-dependent experience and traditions (Arregle et al., 2012).”
The Internationalization of Family Firms (2014, background): “Recent findings on the topic indicate that family firm heterogeneity, assessed through differences in control and influence of the owner family, explains some of the mixed findings described above (Arregle et al., 2012; Calabrò, Torchia, Pukall, & Mussolino, 2012; Sciascia, Mazzola, Astrachan, & Pie”
Family Firm Heterogeneity: A Definition, Common Themes, Scholarly Progress, and Directions Forward (2021, background): “Arregle et al. (2007) and Pearson et al. (2008) advanced the social capital perspective of familiness. Notably, Pearson et al. elucidated the social capital types (structural, cognitive, and relational) that influence family firm social capital capabilities (information access and associability). Fa”
Why is Family Firms’ Internationalization Unique? A Meta–Analysis (2017, background): “Other promising research topics flow from the internationalization of FCFs and how they manage the unique challenges to their internationalization (e.g., Arregle et al., 2012) or compete with more internationalized nonfamilycontrolled competitors.”