International expansion of U.S. manufacturing family businesses: the effect of ownership and involvement

By Shaker A. Zahra. 2003

850 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/876abac9f4b53efa0de4562ee6a885f8ebba913c

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Citations in the corpus

Corporate entrepreneurship as knowledge creation and conversion: the role of entrepreneurial hubs (2015, background): “This work has canvassed a range of privately held companies, public corporations, family firms (Zahra 2003), and multinationals.”
Birds of a feather don't always flock together: Identity management in entrepreneurship (2009, background): “Entrepreneurs can position their firms relative to other firms (and perhaps other entrepreneurs) to maximize distinctiveness (Zahra, 2003; Lumpkin and Dess, 1996; Naman and Slevin, 1993; Guth and Ginsberg, 1990; Khandwalla, 1987; Miller, 1983; Schollhammer, 1982) and erect barriers to imitation to m”
The internationalization of small and medium-sized enterprises: the effect of family management, human capital and foreign ownership (2010, background): “Based on a study of 490 US manufacturers, Zahra (2003) observes that family ownership of a business and its systems of governance, with involvement of family members in management, positively correlates with internationalization, both as a percentage of foreign sales and as number of countries in…”
Family firm internationalization: heritage assets and the impact of bifurcation bias (2018, positive): “Others (Zahra, 2003; Hennart and Majocchi, 2013) have reached the opposite conclusion.”
Family business and financial performance: Current state of knowledge and future research challenges (2011, background): “These can help family business members avoid stagnation (Miller, Le Breton-Miller, & Scholnick, 2008; Zahra, 2003).”
Organizational learning and entrepreneurship in family firms: exploring the moderating effect of ownership and cohesion (2012, methodology): “High ownership stakes give the family control of the company’s operations, defining its mission and goals, and selecting its strategy ( Zahra 2003 ).”
The Adolescence of Family Firm Research (2012, background): “In this respect, family firm research has begun to change perceptions in the wider research community (Schulze & Gedajlovic, 2010; Stewart & Miner, 2011) as it has become increasingly clear that family firms represent a dynamic and efficient organizational form (Miller et al., 2009; Zahra, 2003).”
‘Types’ of private family firms: an exploratory conceptual and empirical analysis (2007, background): “Where agency theory is ‘silent’ (Arthurs and Busenitz 2003), as for example in some family firms (Zahra 2003, Sharma 2004), stewardship theory (Donaldson 1990) provides a useful counterpoint and suggests additional insights.”
Are Family Firms Good Employers (2017, background): “For example, a number of authors (e.g., Barnett & Kellermanns, 2006; Miller et al., 2008; Zahra, 2003) suggest that the family influence on firm conduct is shaped by the level of family involvement in firm oversight.”
The Heterogeneity of Family Firms in CSR Engagement (2014, background): “Altruism, however, has two sides in family firms (Eddleston & Kellermans, 2007): the positive side of encouraging stewards to place the firm’s objectives ahead of their own (Zahra, 2003), and the negative side, which leads to agency type of decisions that benefit family members at the expense of the”
A Configurational Approach of the Relationship Between Entrepreneurial Orientation and Growth of Family Firms (2010, background): “…(Eddleston et al., 2008; James, 1999), greater aversion toward risk (Gomez-Mejia, Hynes, Nunez-Nickel, & MoyanoFuentes, 2007; Naldi et al., 2007; Zahra, 2003), and a different perception of the environment depending on the generational level of family involvement (Cruz & Nordqvist, 2007;…”
Corporate governance, board networks and growth in domestic and international markets: Evidence from India (2017, background): “However, in certain contexts and situations, the interests of owners and managers may not be divergent (Carney, 2005; Jensen, 1998; Zahra, 2003).”
International Opportunity Recognition among Small and Medium‐Sized Family Firms* (2011, neutral): “This definition is based on the two criteria of ownership and management presented, for instance, by Graves and Thomas (2008), and on the factor of continuity (see for instance Zahra 2003).”
Internationalization of Australian Family Businesses: A Managerial Capabilities Perspective (2006, background): “Using stewardship theory (e.g., Zahra, 2003), it could be argued that the limited managerial capabilities of FBs are compensated for by a greater degree of behavioral integration within their management teams.”
Entrepreneurial orientation in family firms: the case of the hospitality industry (2018, background): “Category 3: ‘Risk’ ↔ EO dimension Risk-Taking Taking risks (‘risk’) is one of the terms showing diverging opinions of the interviewees (Figure 1).”