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International Strategy Configurations of the World’s Top Family Firms

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  • Chris Carr

    (University of Edinburgh)

  • Suzanne Bateman

    (University of Edinburgh)

Abstract

Many variables have been studied, rather inconclusively, to determine behavioural differences of family firms and any impact on performance. This article focuses on just one under-researched variable: their international strategic choices or rather ‘configurations’. We compare 65 of the world’s top family firms with those of a matched sample of non-family firms. Results suggest that family firms’ ‘international ‘configurations’ were just as worldwide and profitable as those pursued by non-family firms. In the case of such large companies, researchers must consider this international dimension alongside other more acknowledged variables, if they are to advance understanding in this important emerging new field.

Suggested Citation

  • Chris Carr & Suzanne Bateman, 2009. "International Strategy Configurations of the World’s Top Family Firms," Management International Review, Springer, vol. 49(6), pages 733-758, December.
    • Handle: RePEc:spr:manint:v:49:y:2009:i:6:d:10.1007_s11575-009-0018-3
    DOI: 10.1007/s11575-009-0018-3
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    2. Singla, Chitra & George, Rejie & Veliyath, Rajaram, 2017. "Ownership structure and internationalization of Indian firms," Journal of Business Research, Elsevier, vol. 81(C), pages 130-143.
    3. Jean-François Hennart & Antonio Majocchi & Emanuele Forlani, 2019. "The myth of the stay-at-home family firm: How family-managed SMEs can overcome their internationalization limitations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 50(5), pages 758-782, July.

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