International Strategic Alliances and the Internationalization Process: The Family Ownership Effect

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dc.contributor.author Sist, Federica
dc.date.accessioned 2011-02-07T10:44:26Z
dc.date.available 2011-02-07T10:44:26Z
dc.date.issued 2010
dc.identifier.citation Sist, F. (2010). International Strategic Alliances and the Internationalization Process: The Family Ownership Effect. Electronic Journal of Family Business Studies (EJFBS), Vol. 4 (2). Retrieved from https://www.jyu.fi/jsbe/en/entrepreneurship/ejfbs
dc.identifier.issn 1796-9360
dc.identifier.uri http://hdl.handle.net/123456789/26529
dc.description.abstract This study examines whether the ownership structure of Italian firms affects the internationalization process of firms that completed equity international strategic alliances (EISA). This paper provides a comparison of the internationalization intensity, the internationalization commitment, the choice of country and the growth of organisation between family businesses and non-family businesses. Financial data of Italian firms that completed an EISA between 2003 and 2006 were used. The analysis of data shows that family ownership has an effect on the internationalization intensity. In fact, family businesses are more internationalised than non-family businesses if firms have completed an equity international strategic alliance. en
dc.language.iso eng
dc.publisher Jyväskylä University School of Business and Economics
dc.relation.ispartofseries Electronic Journal of Family Business Studies
dc.relation.uri https://www.jyu.fi/jsbe/en/entrepreneurship/ejfbs
dc.subject.other alliance en
dc.subject.other family business en
dc.subject.other ownership structure en
dc.subject.other internationalization process en
dc.title International Strategic Alliances and the Internationalization Process: The Family Ownership Effect en
dc.identifier.urn URN:NBN:fi:jyu-201102071750

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