Family Business Internationalization:

Challenges & Opportunities

Jill ThomasUniversity of Adelaide

Overview

• What is a family business?

• The family business as a system

• Internationalization– Strategies & resources– Structures & practices for growth

Modules

• Module 1– The family business: Unique or not?

• Module 2– The family business as an integrated system

Modules

• Module 3– Internationalization: Strategies and resources

• Module 4– Structures & practices for growth through

internationalization

Case Study

• Tavazo Co.– 3rd generation family business with origins in

Iran– Has undergone internationalization

Module 1

The Family Business: Unique or Not?

Module Objectives

• To explore what constitutes a family business & if it differs from a non-family business

• To appreciate the nature of family business & its potential contribution to world economies through internationalization

What is a Family Business?

Family Business: Towards a Definition

• A family business is a synthesis of:

– Ownership control by two or more members of a family or a partnership of families

– Family members exerting strategic influence on the management of the firm

– Family relationships inside the firm– Succession within the family

Family Business: A Working Definition

• “A family business is one where:

i. A family controlled dominant coalition has shaped the vision that is being pursued

i. The intention or behavior is potentially sustainable across generations”

(Chua et al., 1999)

Internationalization

• No universally agreed upon definition

• Process of increasing involvement in international markets (Susan, 2007)

• A dynamic process explained by continuous interaction of ‘state’ & ‘change’ variables (Johanson & Vahlne, 2009)

Evolving Academy

• Long history of family businesses existing (including archaeological evidence)!

• Academic fields of entrepreneurship & family business, however, are relatively new

Family Business & World Economies (Poza, 2010)

• Constitute 80-90% of businesses in the world’s developed economies

• Generate 64% of US GDP (more than 75% in other countries)

• Employ 80% of US workforce (more than 85% of working population globally)

Family Business Examples

FBs Slow to Internationalize

Family vs. Non-Family Firm Performance

• Evidence suggests a wide variation in performance of family businesses cf non-family businesses– Conflicting results due to variations in how

family business is defined, location, industry etc.

• Makes comparison with non-family businesses difficult

Family vs. Non-Family Firm Performance Cont’d

• Founder-led (1st generation) firms found to have superior performance than both later generation & non-family firms

• Impact of later generation (2nd & subsequent) management on performance is dependent on the era & geographic context

Succession

• Approx. 85% of entrepreneurial & family owned businesses disappear in their first 5 years of operation

• Among those that survive, only 30% are successfully transitioned to a 2nd generation– Only 12% survive to a 3rd generation

Succession & Internationalization

• ‘Born again global’ used to describe a push by 2nd & later generations to internationalize their family businesses as a means of renewal (Kontinen & Ojala, 2010)

How Are Non-Family Businesses Different?

• Family and non-family firms differ on:

– Strategic & Organizational Dimensions

– Family Influence on the Firm

Strategic & Organizational Dimensions

• Different ownership structure

• Overlap of family, ownership & management

• Competitive advantage derived from interaction of family, management & ownership

Family Influence

• Most important difference

• Necessary to understand how the concerns of family members affect business decisions

• Also need to understand how those decisions affect firm performance

Strengths of Family Business

• Stable culture & values

• Balance tradition with innovation

• Knowledge sharing

• Flexibility

• Practice long term thinking & planning

• Instill a ‘stewardship’ approach

Challenges of Family Business

•Resistance to change

•Managing transitions & succession

•Raising capital

•Emotional issues

•Leadership

Family Influence on Internationalization

• Mixed evidence (Arregle et al., 2012; Calabro et al., 2012):– Some scholars find a positive impact of family

ownership on internationalization– Others argue that family-related factors have

a negative impact– Finally, some scholars find no difference

between internationalization practices of family vs. non-family businesses

Scholarly Findings (Kontinen & Ojala, 2010)

• FB owner-managers maximize revenue from certain foreign markets rather than pursue several markets at once

• Networking has a positive impact on the amount of internationalization knowledge among family members

Scholarly Findings Cont’d (Kontinen & Ojala, 2010)

• Three key determinants of family business internationalization:

1. Level of commitment of family owners

2. Financial resources available

3. Ability to commit financial resources to develop the required capabilities (including recruitment of non-family managers to round out skill set related to internationalization)

Scholarly Findings Cont’d (Kontinen & Ojala, 2010)

•International joint ventures between family businesses are more likely to succeed than those between a family business & a non-family business

– Explained by shared values (even across cultures) which include trust, loyalty and preservation of the family

Reflection & Discussion

• Reflect on the strengths & challenges of family businesses identified in this module and how applicable they are in your personal experience

– Compare & contrast to those present in the Case Study (Tavazo Co)

Reflection & Discussion Cont’d

• Reflect on the internationalization strategy outlined in the Tavazo Co Case Study– Which strengths of the firm will be beneficial

to internationalization?– What challenges may be problematic?

Module 2

The Family Business As An Integrated System

Module Objectives

• To appreciate the contributions of overlapping systems of family, ownership & the business

• To appreciate the range of relationships which will be present in the family business & how these can be satisfactorily balanced and managed to facilitate growth, innovation & sustainability

Module Objectives Cont’d

• To identify the developmental stages of the family, the business & the ownership of the business

• To discuss the implications of these stages for expansion & growth

Systems Theory

• The family business is a dynamic system of varying interactions between family, management & ownership subsystems

• Individual perspectives of family & the business may differ– MAY lead to an overemphasis on one sub-

system at the expense of the others

Systems Theory Model

Three Circle Model’s Range of Stakeholders

(Gersick et al., 1997)

1. A family member who is not working in the business and has no ownership stake (may include children & in-laws)

2. An owner/shareholder who does not work in the business and is not a family member

Range of Stakeholders Cont’d

3. An employee, not a member of the family

4. An owner, not an employee but a member of the founding family

5. An owner working in the business but not a member of the family

Range of Stakeholders Cont’d

6. A family member working in the business, a member of the family but without any ownership

7. A family member, working in the business & with some ownership

Blurred System Boundaries

• Boundaries among family, ownership & management systems may become blurred– May result in diminished problem solving

ability

• Difficult to determine if decisions relate to family, ownership or management issues– Where are our priorities?

A Balancing Act…(Carlock & Ward, 2001)

• Overemphasis on the business erodes:– Family

communications– Family values– Family time– Family loyalty– Family personal

identification

• Overemphasis on the family erodes:– Business

communications– Business relations– Business performance– Business decisions– Business strategy

Implications

• Too ‘family’ oriented– IF family owners/managers don’t delegate the

management of relationships with international partners to nonfamily managers, they may suffer burnout

• Too ‘business’ oriented– IF alliances are formed purely for monetary

gain, the values & culture of the family may not be aligned with international partners

Reflection & Discussion

• What are some of the indicators in the Tavazo Co case that help you appreciate the value of considering the family business to operate as a system?

Reflection & Discussion Cont’d

• How balanced do you consider Tavazo Co to be in its current (3rd) generation of management?

– Is it more business oriented? Family oriented?– Is some change of the organization necessary

if future growth and increased internationalization are to be achieved?

Not Homogenous

• ‘Family business’ is not a homogenous sector

• Operate across all industries & include different levels of family ownership & involvement

Three Dimensional Developmental Model (Gersick et al., 1997)

• Model used as a framework to explore challenges & opportunities for family businesses at different stages of development

• Modeled over three axes:– Ownership– Family– Business

Three Dimensional Developmental Model (Gersick et al., 1997)

Business Axis

Ownership Axis

Expansion/ Formalisation

Maturity

Start-up

Controlling Owner

Sibling Partnership

Cousin Consortium

Young Business Family

Entering the Business

Working Together

Passing the Baton

Family Axis

Ownership Dimension

• Family business ownership over time will generally move from:

Owner/founders as controlling owners

Sibling partnerships

Cousin consortiums

Challenges to Ownership Subsystem: Controlling Owner

• Capital from savings and sweat equity:– Can access funds unencumbered funds from

family but often emotional strings attached

• Handling consequences of ownership concentration:– Need input from others as business grows– Clarity of direction but beware of dependency

on single owner

Challenges to Ownership Subsystem: Sibling Partnership

• Need to develop process for sharing control with each other

• Need to define role of unemployed owners

• Need to determine a process of retaining capital

• Need to control potential factions in family branches

Challenges to Ownership Subsystem: Cousin Consortium

• Managing growth & complexity of shareholder group of 3rd generation & on:

– Cousin relationships may be less intense– Greater spread of interests & developmental stages– May be concentration of siblings from one branch of

family– Need to distinguish management & ownership roles– Important to articulate options for withdrawal

Investments in Ownership Subsystem

• Essential to preserve propensity to manage with a long-term horizon

• Means investing in:– Appropriate ownership & control structure– Education, information & engagement of

stakeholders– Systems & processes governing the

ownership-firm interaction (see Module 4)

Non-financial Motives

• Socio-emotional wealth (SEW)– Family businesses motivated by more than financial return; wish to

build their socio-emotional wealth achieved through those firms– Socio-emotional wealth being those non-financial aspects of the

firm that meet the family’s affective/emotional needs, such as identity, the ability to exercise family influence, and the perpetuation of the family dynasty (Berrone, Cruz & Gomez-Meja, 2012)

• Internationalization & SEW– Owners might therefore pursue internationalization to enhance

SEW

Importance of SEW for Internationalization

• Gomez-Meja et al. (2007):– To avoid losing their SEW, family businesses

may be risk willing and risk averse simultaneously

– Internationalization strategy• Family businesses may be willing to give up some

control to preserve or enhance SEW by enabling next generation

Reflection & Discussion

• In your view, to what extent will the current sibling partnership help or hinder growth in Tavazo Co?

• What options can you suggest if one brother does not support growth while the others do?

Business Dimension

• Three key components:

– Start-up– Expansion/Formalization– Maturity

Business Dimension: Challenges

• Start-up:– Survival– Rational analysis vs. dream

• Expansion/Formalization:– Evolving owner/manager role– Professionalizing the business– Integrating non-family managers

Business Dimension: Challenges Cont’d

• Expansion/Formalization cont’d:– Strategic planning (especially for

internationalization)– Managing cash flow

• Maturity:– Strategic re-focus as required– Management & ownership commitment– Re-investment

Family Circumstances

• ‘Young business family’ often too busy building the business to worry about internationalization

• Examples:– Ford’s 2nd generation (Edsel Ford) was the

catalyst for international expansion– Puig’s 2nd generation acted to internationalize

Family Dimension

• Young Business Family

• Entering the Business

• Working Together

• Passing the Baton

Family Dimension: Challenges

• Young Business Family:– Creating a workable marriage– Delineating relationships between work &

family– Raising children

• Entering the Business:– Individuation of young children– Decision about early career opportunities

Family Dimension: Challenges

• Working Together:– Fostering communication & co-operation– Establishing processes for dealing with

conflict– Managing up to 3 generations working

together

• Passing the Baton:– Letting go & establishing smooth transfer

Let’s consider the implications of this complexity of the family business for its

prospects for internationalization…

Traditional IB “Stage Theory” (Uppsala Model)

• Firms enter foreign markets successively as they become older & larger

• Firms gradually increase their commitment to foreign markets

• Firms enter ‘proximate’ countries first

• Emphasize learning through experience

IB “Stage Theory” (Uppsala Model) Cont’d

• This traditional theory has recently challenged “born globals” (i.e. firms which have a global focus from the beginning)

• FBs often follow the basics of the Uppsala Model domestically & then slowly evolve to do business internationally– FBs likely to do business in countries that are

geographically &/or culturally similar

Early & Effective Internationalization

Environmental Factors Firm-Level Factors Mgt-Level Factors

Transportation + communication advances

Innovativeness International experience and/or orientation

Openness of economies Partnerships Commitment to internationalisation

Size + growth of market (domestic, foreign)

Learning capacity Few perceived barriers to internationalisation

Competition (domestic, foreign)

External ownership

Sector

Things To Consider

• In some cases, imperative exists to internationalize immediately, as domestic markets are too small to be viable (eg. High tech sectors in AUS & CAN)

• “Born globals” can avoid developing a domestic mindset, which can lead to inertia

Internationalization Ownership Structures

• Different ownership structures possible:

1.Levis Strauss– Owned by descendants of Strauss but no

family members are employed

2.Puig– Ownership is at the ‘cousin consortium’ stage

with family closely involved in management

Shared Ownership

• Can be a plus:

– Family SMEs who share ownership with some corporate entities who have a block of shares are more likely to compete internationally as they draw on that corporate for resources & utilize some professionalized structures which help to minimize conflicts of interest within the family firm (Zahra et al., 2005)

Reflection & Discussion

• Identify where Tavazo Co is along the three axes of the Gersick et al. Three Dimension Developmental model

• Discuss the particular challenges for growth & internationalization they now have as a family owned (sibling partnership) & managed business

Module 3

Internationalization: Strategies & Resources

Module Objectives

• To consider the implications of a growth (or no growth) strategy of the family business

• To understand basic principles of the strategic planning process in the family business context if internationalization is pursued

• To understand the case for & against internationalization

To Grow Or Not To Grow?

• What influences growth strategies in a family business (local, national &/or international)?– Family values– Degree of control– Exit strategy

Reasons for Growth Avoidance

• Maintain family control of the business

• Perception that family control will be lost past a certain point of growth

Growing Pains

• Not enough hours in the day

• Spend too much time putting out fires

• Confusion over who is responsible for what

• Lack of clarity of where the business is headed

Growing Pains Cont’d

• Too few good managers, lack of trust & delegation of authority

• Strategic plans are made but soon gather dust

• The business may have experienced growth in sales but not in profits

Why Internationalize?

• Potential benefits of internationalization are well documenting, including:– Exploitation of owner-specific advantages– Efficiencies derived from integrating

operations– Ability to take advantage of host countries’

sources of competitive advantages (eg. labor costs)

– Utilization of networks developed

Power of Networking

“… networking has been crucial, I mean, John is the sole distributor for us in Sweden. He was introduced to us by a family-owned company in Australia…. We looked after John, and he told all his mates all the way around Europe about how good our company was. It’s been 10 years since meeting John at the international trade fair, and he’s responsible for 40% of this company’s exports. Crucial.”

Quote from an Australian plastics manufacturer(Graves & Thomas, 2007)

The Case Against…

• Families usually wish to retain control & fear losing it– Important to evaluate culture of potential

partners to ensure both sides can work together

• Overlap of family management & governance is a double edged sword– Provides flexibility but can block progress if no

formal systems are in place

Pros & Cons of FB Internationalization (Graves, 2008)

Financial Outcomes+ Financial performance

+ Sales & asset growth

+ Survival

+ Risk management

+ Increased value of firm

-Strain on financial resources-Effect on domestic market share-Losses from competitor imitation

Non-Financial Outcomes+ Overall competitiveness

+ Global perspective

+ Knowledge/experience

+ Managerial capabilities

+ Production capabilities

+ Brand image/reputation

+ Enjoyment/satisfaction

-Strain on family/management-Conflict

Competitive Environment

• As families grow & as the business is expected to cater to more owners, there is often a re-evaluation of the focus of the family business

• New markets will be contemplated just as ‘families’ evolve, so the ‘business’ cannot remain static

Competitive Environment Cont’d

• New methods, new expertise may be required

• Strategic planning is required & internationalization is one avenue to achieve renewal…

Strategic Planning

• Requires:

– A new level of communication among family members

– Ample financial & market information– Building on the different perspectives &

predictable disagreements across generations

Key Questions for Strategic Planning

• What business(es) are we in?

• Are we equipped to do this effectively?

• Does this need to change?

• What will our goals be?

• How will we achieve these?

• What resources do we need to achieve our new goal(s)?

Specific Issues To Consider

• Production capacity:

– Do we have the capacity to grow the business?

– Do we have the right products at the right price for the international marketplace?

Specific Issues To Consider Cont’d

• What organizational capabilities need development?– International business networks & the role of

family members– Managerial capabilities to manage growth– Marketing capabilities– Outside expertise – Delegating authority

Disciplined Execution

• Strategy in the family business context is guided by:– The owners’ vision for the future – Legacy derived from the firm’s competencies

• Both insulate the process from chaos and loss of control

Disciplined Execution Cont’d

• Wide consultation is a plus:– Craft a strategy from accumulated wisdom of

the current generation, the dreams & aspirations of the next generation

– Loyalty to one’s customers leads to innovation & growth for the business across generations

• Planning change takes time & resources

Reflection & Discussion

• In your view, to what extent have strategically focused questions been addressed in the case of Tavazo Co as they consider future international expansion?

Module 4

Structures & Practices For Growth Through Internationalization

Module Objectives

• To explore the resources necessary to effect an internationalization strategy

• To consider why ownership structures that work well in one generation often prove ineffective in later generations

• To consider what governance structures will be important if a family business is to pursue an internationalization strategy

Owner-Firm Relationship

• The interaction between ownership, family & management can be a source of competitive advantage

• It can however ALSO be the biggest challenge faced by family firms, hence the need for effective governance of the shareholder-firm relationship

Owner-Firm Relationship Cont’d

• To effectively pursue an internationalization strategy, owners must ensure that:

– They harness appropriate resources– They establish relevant structures & practices

for governance

Structures & Plans (Gersick et al., 1997)

Ownership

BusinessFamily

Structure

Board of Directors

Management Team

Plans

Strategic Plan

Business Plan

Structure

Family Council/Forum

Plan

Family Plan

Structure

Shareholders’

Meetings

Plans

Estate plans

Constitution Shareholders’ Agreement

Plans

Succession plan

Contingency plan

Family & Business Governance

• At a minimum, FBs will benefit from looking at options to encourage discussion amongst family members on desired directions for the business

• More developed family governance might include the formation of a family forum/council

• Also options to formalize discussion at the business level (i.e. a board of directors & formalization of the management team)

Formalize Board

• FB firms need to recognize inherent trade-offs associated with maintaining greater family control vs. successful implementation of internationalization strategy (Singla et al., 2014)

• If FB is pursing internationalization, partners will look to governance practices

Management Team

• Guidelines for membership in the management team and individuals’ roles should be clear

• Particularly important if there is a non-family manager responsible for international operations

Formalization of Policy

• FB employment policy needs to guide employment of family members– Do you want family members to gain

experience elsewhere before joining the family business?

– What are the expectations for tertiary education?

– Performance of employed family members should be reviewed in the same way as that of non-family employees

Managing Family Expectations

• Have you had a dialogue to clarify the family’s commitment to family business continuity?

• Some family members will wish to become employees, others may do their own thing but wish to be involved as be responsible shareholders

• At family gatherings, are conversations about both family & business acceptable, or should they be separated?

Reflection & Discussion

• To what extent do you believe that Tavazo Co is ‘professionalized’?

• What needs attention/development if they wish to internationalize further?

• What governance structures will be useful/necessary if Tavazo Co is to expand further?

Theoretical Lens: Resource-Based View (RBV)

• RBV highlights the unique capabilities or resources that family firms convert into a competitive advantage through resources being VRIN:– Valuable– Rare– Imperfectly imitable– Non-substitutable

RBV & Internationalization

• RBV suggests that firm-level factors (i.e. human & social capital, organizational size) form a competitive advantage, which drives a firm to consider internationalizing & entering foreign markets

• Is your FB ready to internationalize?– How will you select the international market

you wish to participate in?

RBV & Enablers of Internationalization (Oviatt & McDougall, 1994; Knight &

Cavusgil, 2004)

• Obvious enablers of effective internationalization include:– Family managers’ experience (both locally &

internationally)– Networks formed by the family

• If family members do not have the expertise to internationalize, are they willing to recruit outside the family?

Uniqueness of Resources & Attributes (Sirmon & Hitt, 2003, p. 345)

Focal Family Firms

Resource Definition Positive Negative Nonfamily Firms

Human Capital Acquired knowledge, skills & capabilities of a person

Extraordinary commitment: warm, friendly, & intimate relationships; potential for deep firm-specific tacit knowledge

Difficult to attract & retain highly qualified managers; path dependencies

Not characterized by the positives, but have fewer limitations

Social Capital Resources embedded in network, accessed through relationships

Components embedded in family; legitimacy with constituencies enhanced; development of human capital

Limited number of networks accessed; often excluded from elite networks (i.e. Fortune 500 CEOs)

Networks can be more diverse; maybe opportunistic in accessing and leveraging; sometimes used for managers’ benefit – agency costs

Patient Financial Capital Invested financial capital without threat of liquidation

Generational outlook; not accountable to strict short-term results; effective management of capital; allows pursuit of creative & innovative strategies

Nonfamily investors excluded; limited to availability of family’s financial capital

Largely do not have the benefits or limitations

Survivability Capital Pooled personal resources family members loan, contribute & share with business

Helps sustain the business during poor economic times or redevelopment of the business; safety net

Not all family firms have it Do not enjoy due to lack of commitment by employees & stakeholders

Governance Structure & Costs Costs associated with control of the firm; examples include incentives, monitoring & controls

Family owned & operated firms’ structures, trust, & family bonds reduce governance costs

Some family firms may not have an effective structure, trust & strong family bonds, thereby producing greater governance costs

Professional management & capital diversification often increase governance costs

Reflection & Discussion

• Using the table on the previous slide, & other aspects of the previous modules, identify the current strengths of Tavazo Co’s resources that will be useful to effect an internationalization strategy– Think about human, social, financial factors

Reflection & Discussion Cont’d

• To what extent do you consider the family talent needs to be augmented with non-family management if further international growth is to be successful?

• How does the Tavazo brothers’ view that at least one brother needs to be geographically located in the international markets they target affect their ability to further internationalize?

Reflection & Discussion Cont’d

• How might the human & social capital of Tavazo Co be affected if growth internationally is dependent on recruitment of non-family management?

References

• Amit, R. and Villalonga, B. (2014). “Financial Performance of Family Firms”, Chapter 9, In Sage Handbook of Family Business, 157-178

• Arregle, J-L., Naldi , L., Nordqvist , M. & Hitt, M.A. (2012). Internationalization of Family-Controlled Firms: A Study of the Effects of External Involvement in Governance. Entrepreneurship Theory & Practice, November: 1115-1143.

• Berrone, P., Cruz, C. and Gomez-Mejia, L.R. (2012) ‘Socioemotional wealth in family firms: Theoretical dimensions, assessment approaches, and agenda for future research’, Family Business Review, 25(3).

• Calabrò, A., Torchia, M., Pukall, T. & Mussolino, D. (2012). The influence of ownership structure and board strategic involvement on international sales: The moderating effect of family involvement. International Business Review, 22 (3): 509–523.

• Carlock, R. S., & Ward, J. L. (2001). Strategic Planning for the Family Business. New York: Palgrave.

• Chrisman, J.J., Chua, J.H. and Sharma, P. (2005). Trends and directions in the development of a strategic management theory of the family firm. Entrepreneurship Theory & Practice, 29(5): 555-75.

• Chua, J.H., Chrisman, J.J., & Sharma, P. (1999). Defining the family business by behavior. Entrepreneurship Theory & Practice, 23(4): 19-39.

References Cont’d

• Claver, E., Rienda, L., & Quer, D. 2009. Family Firms' International Commitment: The Influence of Family-Related Factors. Family Business Review, 22 (2): 125-135

• Gersick, K.E., Davis, J.A., McCollom Hampton, M and Lansberg, I. (1997). Generation to generation: Life cycles of the family business. Boston, Massachusetts: Harvard Business School Press.

• Gómez-Mejía, L.R., Takács Haynes, K., Núñez-Nickel, M., Jacobson, K.J.L. & Moyano-Fuentes, J. (2007). Socioemotional Wealth and Business Risks in Family-controlled Firms: Evidence from Spanish Olive Oil Mills, Administrative Science Quarterly, 52(1): 106-137.

• Graves, C. and Thomas, J. (2007). Exploring the determinants of the internationalisation pathways of family firms. 7th Annual International Family Enterprise Research Academy (IFERA) Conference, Wiesbaden, Germany.

• Graves, C. (2008). “Tackling exports as a family”. Presentation, Family Business Australia, National Conference, Cairns, August 2008.

• Johanson, J., & Vahlne, J.-E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40: 1411-1431.

• Knight, G. A., & Cavusgil, S. T. (2004). Innovation, organizational capabilities, and the born-global firm. Journal of International Business Studies, 35(2): 124–141.

References Cont’d

• Kontinen, T. & Ojala, A. (2010). The internationalization of family businesses: A review of extant research. Journal of Family Business Strategy, 1(2): 97-107. 

• Oviatt, B.M., & McDougall, P.P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1): 45-64.

• Poza, E.J. (2010). Family business (3rd ed). Ohio, Thompson South-Western.

• Susman, Gerald I. (2007). Small and medium sized Enterprises and the Global Economy. Edward Elgar Publishing. 

• Singla, C., Veliyath, R., and George, R (2014). Research notes and commentaries Family firms and Internationalization-governance Relationships: evidence of secondary Agency issues. Strategic Management Journal, 35: 606–616.

• Sirmon, D.G. & Hitt, M.A. (2003). Managing resources: linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory & Practice, 27(4): 339-358.

• Zahra, S. A., Korri, J. S., & Yu, J. (2005). Cognition and international entrepreneurship: Implications for research on international opportunity recognition and exploitation. International Business Review, 14: 129-146.