ABSTRACT
Thus far, empirical studies have found that family ownership is generally unrelated to the degree of internationalization (see meta-analysis by Arregle, Duran, Hitt, & van Essen, 2014; and reviews by Kontinen & Ojala, 2010; and Pukall & Calabrò, 2013). While these studies provide valuable insights on the relationship between family ownership and the degree of internationalization, the varied capabilities and motivations for family rms to engage in internationalization are not specically mentioned. Since the decision to internationalize is a critical, complex, and risk-creating strategic decision for any rm, it is a relevant topic for the literature to better understand the ways in which family rms internationalize compared with other types of rms, not least because of the prevalence of the family rm’s dominant ownership and governance structure around the world (Arregle, Naldi, Nordqvist, & Hitt, 2012). Yet in current discussions in the international business literature related to the impact of family ownership attributes and their inuence on internationalization, results seem to be inconsistent.
