Family Firms' International Commitment

By Enrique Claver, Laura Rienda, Diego Quer. 2009

168 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/56e1829513220b0e101ae5ce8eea67ade1c41f47

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Family firms in the global economy: Toward a deeper understanding of internationalization determinants, processes, and outcomes (2018, background): “However, these family assets may turn into limitations to international growth when requiring new knowledge, new managerial skills, and new capital (Bloom and Van Reenen, 2007; Claver, Rienda, and Quer, 2009).”
The Internationalization of Family Firms (2014, methodology): “…commitment decisions, which manifest themselves in different dimensions of internationalization, for example, the degree of international commitment (Claver et al., 2009), the geographic and cultural dispersion (Arregle et al., 2012), or the pace of the internationalization (Lin, 2012).”
Family firm internationalization: heritage assets and the impact of bifurcation bias (2018, unknown): “…can be broadly divided into two research streams (Arregle et al. , 2016): studies exploring family firms’ reluctance to internationalize (see also Claver, Rienda, and Quer, 2009; Gomez-Mejia, Makri, and Larraza-Kintana, 2010), and studies emphasizing features of family governance that…”
The Effect of Organizational Characteristics on the Appointment of Nonfamily Managers in Private Family Firms (2015, background): “Claver, Rienda, and Quer (2009) mention however that needed expertise and skills to reach a higher level of internationalization may not be present in the family, which calls for hiring outside managerial talent.”
How does family control influence firm strategy and performance? A meta-analysis of us publicly listed firms (2015, background): “In contrast, Zahra (2003) and others (Carr & Bateman, 2009; Claver et al., 2009) depict family managers as favorably disposed to internationalization because it provides opportunities to profitably leverage their firm’s reputational assets and social capital and also enhances the long-run prospects…”