Organizational-Social-Capital, Time and International Family SMEs: An Empirical Study from the East of England
Previous studies on family-SME internationalization have largely focused on what resources are needed to drive an incremental process rather than how resource management occurs in historical time. This paper focuses on the latter, adopting a social capital perspective (capturing both internal, i.e. among family-SME board members, and external, cross border agent dyads, relations) in order to decipher case study data from the East of England. Findings show that it is not the presence or absence of organizational-social-capital that affects family-SME internationalization success but rather its variable use over the years driven by the future pursuit of longevity, not growth. Key within this context is the variable use of the international expertise and management capability of non-family managers in the family SME intra-organizational context. Ultimately this may lead to change and learning that occurs erratically, often including reversals, without causing family-SME progression across a sequence of incremental stages.
The file attached to this record is the author's final peer reviewed version. The Publisher's final version can be found by following the DOI link
Citation : Bika, Z., and Kalantaridis, C. (2017) Organizational-Social-Capital, Time and International Family SMEs: An Empirical Study from the East of England. European Management Review.
ISSN : 1740-4762
Research Institute : Centre for Enterprise and Innovation (CEI)
Peer Reviewed : Yes