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|Title:||Intergenerational succession and internationalisation strategy of family SMEs: Evidence from China|
|Citation:||Long Range Planning, 2019; 52(4):1-18|
|Henry X. Shi, Chris Graves, Francesco Barbera|
|Abstract:||Internationalisation is a key dimension of a firm's strategy process. Yet, research on why and how family firms internationalise is underdeveloped. As one of the most critical issues family firms face, how intergenerational succession can influence their internationalisation remains an important question. Given the extraordinary succession and internationalisation circumstances pertaining to China, we conducted a qualitative case study analysis of eleven newly internationalised Chinese small- and medium-sized family firms that had recently undergone a succession from the first to the second generation. Three distinct intergenerational succession patterns among our case firms were identified, revealing three underlying types of incumbentsuccessor relationships. Based on our findings, we put forth propositions on how these patterns influence the next-generation's level of attitudinal commitment toward and resources available for internationalisation, and link these to the firm's overall internationalisation capabilities and international involvement. Our findings suggest that the connection between intergenerational succession and internationalisation strategy of family firms is significantly influenced by the nature of the underlying incumbent-successor relationship and therefore much more complex than previously considered.|
|Keywords:||Family business dynamics; succession; internationalisation; China|
|Rights:||© 2018 Elsevier Ltd. All rights reserved.|
|Appears in Collections:||Business School publications|
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