The institutional context as a source of heterogeneity in family firm internationalization strategies: A comparison between U.S. and emerging market family firms |
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| Institution: | 1. Department of Management, Monash Business School, Monash University, Caulfield Campus, Caulfield East, Victoria 3145, Australia;2. Professor of International Business, The Business School, University of South Australia, North Terrace, Adelaide 5001, South Australia, Australia;3. Université Paris-Saclay, UVSQ, Larequoi, 78000 Versailles, France;4. Department of Economics and Management, University of Florence, Via delle Pandette, 9, 50127 Firenze, Italy;1. New York University Stern School of Business, Henry Kaufman Management Center Department of Economics, 44 West Fourth Street, 7-90, New York, NY 10012, USA,;2. University of Birmingham, Birmingham Business School, Department of Strategy & International Business, Edgbaston Park Road, Birmingham B15 2TY, UK;3. University of Sussex, Department of Strategy & Marketing, Sussex House, Falmer, Brighton BN1 9RH, UK;1. Hochschule für Technik und Wirtschaft Berlin, Department of Business and Law, Treskowallee 8, 10318 Berlin, Germany;2. Royal Holloway, University of London, School of Business and Management, Egham, Surrey, TW20 0EX, UK;3. Bangor University, Bangor Business School, Bangor, Gwynedd LL57 2DG, UK;1. Aalborg University Business School, Aalborg University, Aalborg Denmark;2. Centre for International Business, School of Business & Law, Gothenburg University, Gothenburg, Sweden;3. Berlin School of Economics and Law, Berlin, Germany;4. School of Marketing & Communications, University of Vaasa, Finland;1. School of Economics, Business Administration and Accounting in Ribeirão Preto (FEA-RP), University of São Paulo (USP), Brazil;2. Department of Accounting, School of Economics, Business Administration and Accounting in Ribeirão Preto (FEA-RP), University of São Paulo (USP), Av. dos Bandeirantes, 3900, FEA-RP, ZIP, 14040-905 Ribeirão Preto, São Paulo, Brazil;1. Southampton Business School, University of Southampton, SO17 1BJ, UK;2. Audencia Business School, Nantes, France;3. University of Aberdeen Business School, University of Aberdeen, AB24 5UD, UK;4. Leicester Castle Business School, De Montfort University, Leicester, LE19BH, UK |
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| Abstract: | Existing research has underexplored the role of context as a source of heterogeneity in family firms’ (FFs) internationalization strategies. Drawing upon institutional theory, we develop and test a mid-range theory positing that differences in the quality of the institutional context can moderate the strength of the relationship between individual- and board-level attributes and FF internationalization. Our comparison of U.S. FFs with FFs from Brazil and Mexico reveals that in emerging market FFs, individual-level attributes such as CEO international experience, CEO educational attainment, and CEO international education exhibit a stronger relationship with internationalization. Similarly, we find that board-level attributes such as board size and board independence are also more strongly related to internationalization in emerging market contexts. We contribute to the literature by identifying a source of variation in FF internationalization strategies based on context and by examining the relationship between a wide range of FF attributes and internationalization. |
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| Keywords: | Family firms United States Brazil Mexico Internationalization CEO Board Emerging markets |
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