Internationalization of Australian Family Businesses: A Managerial Capabilities Perspective

By Chris Graves, Jill Thomas. 2006

349 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/8d98cb4eb389c32515e93c0420e03ecc84bdcd58

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Social capital in relation to the foreign market entry and post-entry operations of family SMEs (2011, background): “In addition, there could be a connection to limited managerial capabilities (Graves and Thomas 2006) and to a lack of bridging network ties (Graves and Thomas 2004).”
Determinants of the Internationalization Pathways of Family Firms: An Examination of Family Influence (2008, result): “…eight internationally active Australian SMFEs from high and low internationalizationintensive manufacturing industries were selected to enable a more in-depth analysis of the quantitative findings from earlier stages of this ongoing research (Graves & Thomas, 2004, 2006; Thomas & Graves, 2005).”
The Internationalization of Family Firms (2014, background): “…use a minimum percentage of ownership in combination with the requirement of at least one family member being in a management position in the company as the defining characteristics of a family firm (e.g., Abdellatif, Amann, & Jaussaud, 2010; Claver, Rienda, & Quer, 2008; Graves & Thomas, 2006).”
The role of family ownership in international entrepreneurship: exploring nonlinear effects (2012, background): “More recently, using a sample of 891 Australian firms, Graves and Thomas (2006) found that managerial capabilities of family firms lag behind those of non-family firms as they expand internationally.”
Family firms in the global economy: Toward a deeper understanding of internationalization determinants, processes, and outcomes (2018, background): “…which may lead to the lack of not only financial resources needed to grow internationally (Anderson and Reeb, 2004), but also specialized management with specific knowledge of different consumer tastes, international distribution policies, production, and logistics (Graves and Thomas, 2006).”
The Effect of Organizational Characteristics on the Appointment of Nonfamily Managers in Private Family Firms (2015, background): “…active or larger firms cope with a higher need for additional human resources or new expertise (e.g., Gomez-Mejia, Makri, & Kintana, 2010; Graves & Thomas, 2006; Miller, Minichilli, & Corbetta, 2013), that may not be available in the pool of family managers, and thus put pressure on the…”
Family firm internationalization: heritage assets and the impact of bifurcation bias (2018, neutral): “For example, several scholars (e.g., Fernandes and Nieto, 2006; Graves and Thomas, 2006; Gomez-Mejia et al. , 2010) have shown that the family firms in their samples were less internationalized than non-family ones.”