Impact of TMT structural power asymmetry on family firm internationalization |
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| Institution: | 1. Indian Institute of Management Kozhikode, India;2. University of Sydney Business School, Australia;3. Indian Institute of Management Ahmedabad, India;1. New Jersey City University, 200 Hudson, St. Jersey City, NJ 07302, United States;2. University of Arkansas Fort Smith, 5210 Grand Ave, Fort Smith, AR 72908, United States;3. Washington State University, 377 Todd Hall Addition, Pullman, WA 99164, United States;4. Rutgers University, 100 Rockafeller Road, Piscataway, NJ 08854, United States;1. Graduate School of Future Strategy, KAIST, Daejeon 34141, Republic of Korea;2. Ministry of SMEs & Start-ups, Sejong 30121, Republic of Korea;1. University of Southern Denmark, Campusvej 55, 5230 Odense, Denmark;2. Otto von Guericke University Magdeburg, Universitätsplatz 2, 39106 Magdeburg, Germany;3. University of North Carolina at Greensboro, 516 Stirling Street, Greensboro, NC 27402, USA;4. University of Ariel, Ramat Hagolan St. 65, Ariel 40700, Israel;5. University of Agder, Gimlemoen 19, 9i 241, 4604 Kristiansand, Norway;6. Goa Institute of Management Poriem, Sattari, Goa 403505, India;1. The University of Akron College of Business Akron, OH 44325, USA;2. Department of Comparative and International Business, Alliance Manchester Business School, The University of Manchester, Booth Street West, Manchester M15 6PB, UK;3. Rutgers Business School, Newark and New Brunswick 1 Washington Park, Room 1098, Newark, NJ 07102, USA;4. School of Business, Rutgers University, 227 Penn Street, Camden, NJ 08102–1656, USA;1. School of International Business, Southwestern University of Finance and Economics, 555 Liutai Avenue, Chengdu, Sichuan 611130, China;2. Department of Management, Birkbeck, University of London, Malet Street, Bloomsbury, London, United Kingdom |
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| Abstract: | We examine the impact of the top management team’s (TMT) structural power asymmetry on a family firm’s degree of internationalization. Structural power is the administrative power drawn from formal positions and is different from ownership power. We argue that family identity creates a faultline between the family and non-family managers in the family firm’s TMT. This faultline gets strengthened when the family managers skew ‘structural power’ toward themselves (termed as ‘family structural power concentration’), leading to poor team integration and cooperation among family and non-family managers. Resultantly, family firms are unable to leverage the knowledge, expertise, and network of the non-family managers in the firm’s TMT for the firm’s internationalization attempts. We hypothesize a negative relationship between ‘family structural power concentration’ and the ‘firm’s degree of internationalization’. Further, we argue that this relationship is moderated by environmental dynamism and competitive intensity. Our findings have implications for research and practice. |
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| Keywords: | Family firm Internationalization Foreign direct investment Power asymmetry Top management team Family influence India |
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