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Filling the institutional void: The social behavior and performance of family vs non-family technology firms in emerging markets

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Author Info

  • Danny Miller

    (HEC Montreal, and University of Alberta, Alberta, Canada)

  • Jangwoo Lee

    (Department of Management, Kyungpook National University, Daegu, Korea)

  • Sooduck Chang

    (Department of Business Administration, Hannam University, Daejon, Korea)

  • Isabelle Le Breton-Miller

    (HEC Montreal, and University of Alberta, Alberta, Canada)

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    Abstract

    Family businesses (FBs) are said to treat their employees with unusual consideration to form a cohesive internal “community”. They are also claimed to develop deeper, more extensive “connections” or relationships with outside stakeholders. Both behaviors may increase the viability of a business intended to support an owning family and its later generations. Such social linkages, we believe, may compensate for the lack of capital, product and labor institutional infrastructures in dynamic emerging economies. This survey study of a most challenging emerging-market sector, namely Korean high-technology businesses, argues three major points. (1) Relationships of community and connection will be more common in FBs than in non-FBs. (2) These relationships will enhance performance in emerging-market high-technology sectors, which, because of their competitive, complex, and ever-changing nature, rely on significant expert knowledge and social capital within and outside the organizational community. (3) The performance of FBs will benefit more from these community and connection relationships than the performance of non-FBs, because in these personally intimate settings employees and external partners will be especially likely to return the generosity of a visibly active owning family, or to penalize its selfishness. Significant empirical support was found for most of these hypotheses. Journal of International Business Studies (2009) 40, 802–817. doi:10.1057/jibs.2009.11

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 40 (2009)
    Issue (Month): 5 (June)
    Pages: 802-817

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    Handle: RePEc:pal:jintbs:v:40:y:2009:i:5:p:802-817

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    Cited by:
    1. White, George O. & Hemphill, Thomas A. & Joplin, Janice R.W. & Marsh, Laurence A., 2014. "Wholly owned foreign subsidiary relation-based strategies in volatile environments," International Business Review, Elsevier, vol. 23(1), pages 303-312.
    2. Dörrenbächer, Christoph & Gammelgaard, Jens & McDonald, Frank & Stephan, Andreas & Tüselmann, Heinz, 2013. "Staffing foreign subsidiaries with parent country nationals or host country nationals? Insights from European subsidiaries," Working Papers 74, Institute of Management Berlin (IMB), Berlin School of Economics and Law.
    3. Gammelgaard, Jens & McDonald, Frank & Stephan, Andreas & Tüselmann, Heinz & Dörrenbächer, Christoph, 2012. "The impact of increases in subsidiary autonomy and network relationships on performance," International Business Review, Elsevier, vol. 21(6), pages 1158-1172.
    4. Bird, Miriam & Wennberg, Karl, 2013. "Regional Influences on the Prevalence of Family Versus Non-Family Start-Ups," Ratio Working Papers 212, The Ratio Institute.
    5. Pittino, Daniel & Visintin, Francesca, 2011. "The propensity toward inter-organizational cooperation in small- and medium-sized family businesses," Journal of Family Business Strategy, Elsevier, vol. 2(2), pages 57-68, June.
    6. Goel, Sanjay & Mazzola, Pietro & Phan, Phillip H. & Pieper, Torsten M. & Zachary, Ramona K., 2012. "Strategy, ownership, governance, and socio-psychological perspectives on family businesses from around the world," Journal of Family Business Strategy, Elsevier, vol. 3(2), pages 54-65.
    7. Muñoz-Bullón, Fernando & Sánchez-Bueno, Maria J., 2012. "Do family ties shape the performance consequences of diversification? Evidence from the European Union," Journal of World Business, Elsevier, vol. 47(3), pages 469-477.
    8. Pieper, Torsten M., 2010. "Non solus: Toward a psychology of family business," Journal of Family Business Strategy, Elsevier, vol. 1(1), pages 26-39, March.
    9. Landry, Suzanne & Fortin, Anne & Callimaci, Antonello, 2013. "Family firms and the lease decision," Journal of Family Business Strategy, Elsevier, vol. 4(3), pages 176-187.
    10. Acquaah, Moses, 2013. "Management control systems, business strategy and performance: A comparative analysis of family and non-family businesses in a transition economy in sub-Saharan Africa," Journal of Family Business Strategy, Elsevier, vol. 4(2), pages 131-146.
    11. Hien Thu Tran & Enrico Santarelli, 2013. "Capital Constraints and the Performance of Entrepreneurial Firms in Vietnam," Working Paper Series 32_13, The Rimini Centre for Economic Analysis.
    12. Basco, Rodrigo, 2013. "The family's effect on family firm performance: A model testing the demographic and essence approaches," Journal of Family Business Strategy, Elsevier, vol. 4(1), pages 42-66.

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