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In recent years, the Australian government has opened the Australian economy to the global marketplace through tariff reductions and the establishment of free trade agreements with other countries. The ability of the Australian economy to benefit from these agreements is dependent on Australian businesses identifying international opportunities and exploiting their competitive advantage in the international marketplace. However, the family business literature suggests that complexities unique to family firms limit their ability take advantage of such opportunities and grow internationally. To date, the limited empirical testing of such claims has produced conflicting results. As a consequence, little is known about the international behaviour of family firms, what influences such behaviour and what effect internationalisation has on the owning family and the business. This study addresses this gap in the literature by using a mixed research method design. Using the quantitative analysis of small - to - medium - sized family - owned enterprises ( SMFEs ) contained within the most recently available longitudinal database of Australian businesses and the qualitative analysis of eight SMFEs, the internationalisation process of SMFEs in the manufacturing sector was examined. The findings of this study suggest that, compared to their non - family counterparts, Australian SMFEs are less likely to venture into the international marketplace. Furthermore, those that do, do so to a lesser degree when compared to non - SMFEs. Although the internationalisation behaviour of most SMFEs was similar to that of traditional international firms, some exhibited ?born-again? global internationalisation behaviour as a result of critical events within the firm. These included succession to the next generation and the appointment of non - family managers with the requisite expertise. The internationalisation of SMFEs was dependent on their ability to configure their resources to create globally relevant capabilities, and their willingness to exploit those capabilities in the international marketplace. In addition to the family ' s commitment to internationalisation, the production capabilities, international network relationships and overcoming a ' production mindset ' to build the requisite managerial and marketing capabilities were all found to be critical to the international growth of SMFEs. An SMFE ' s financial and human resources were found to have a substantial influence over their ability to build the organisational capabilities and international network relationships required for internationalisation. Compared to solely focusing on the domestic marketplace, there were some financial benefits to be gained by SMFEs in venturing overseas. However the extent to which they did so had no observable effect on financial performance. Overall, the financial benefits gained from internationalisation were dependent on having a long - term commitment to, and possessing the managerial capabilities required for, internationalisation. The changes brought about by internationalisation improved the overall competitiveness of SMFEs, enabling them to successfully compete with their domestic and international competitors. However, internationalisation was found to place substantial strain on the family unit, particularly when the firm had limited managerial capabilities, and was often a trigger for conflict within the family and the business. The implications of this study ' s findings for SMFEs, policy and future research are explored in the thesis. / Thesis (Ph.D.)--Adelaide Graduate School of Business, 2006.

SEW refers to the stock of affect-related values that an owning family derives from its family business. As a promising theoretical concept, the SEW has been used widely to explain the diverse strategic choices of family firms compared to non-family firms. However, little study has been done to measure SEW directly and to measure the effect of SEW on family firms’ strategic choices.     Within the context of family-owned Hidden Champions, this thesis study replicates the five-dimension model proposed by Berrone et al. in an empirical study to verify the psychometric measurement on the degree of SEW. Furthermore, internationalization has been chosen as an example to demonstrate the effects of SEW on family firms’ strategic choices and outcomes.   This study has verified the reliability and validity of the SEW scale and SEW’s five subscales constructed. Furthermore, the measurement on SEW and its five dimensions has been applied to examine the effects of SEW and its five dimensions on the internationalization of family firms. The findings reveal that SEW has a negative effect on the internationalization of family firms, which is mainly due to the negative effect of Family Control and Influence.

This study has sought to probe the origin of Korean chaebols by employing theories that have been developed to account for the rise of American business organizations. By examining the top four chaebols qualitatively through detailed case analyses and 143 business groups quantitatively through statistical analyses, this study tests hypotheses raised by the three theoretical perspectives. The major findings of this study indicate that the political economy has been the dominant factor that contributed to transforming mediocre business groups into large chaebol groups. In particular, an organization's relationship with the state was of utmost significance. This study also indicates that the institutional isomorphism approach can complement politically motivated or efficiency-oriented theories. One of the major findings of this study is that Chandler's theory accounting for the rise of Korean chaebols is weak. However, its weakness does not stem from its main proposition that strategy calls for structural reform, but from its premise that growth strategy and structure presuppose economic and technological development. Williamson's transaction cost economics has a limited capability to account for the rise of the Korean chaebol. It is argued that the relative weakness of this theory may be inherent in its "universal" nature, which makes little provision for societal and cultural differences between the United States and Korea.

A study of the Taiwanese leather tanning industry is the basis of a critical reflection on the anthropological literature surrounding Chinese enterprises and a familistic "Chinese entrepreneurial ethic" which supposedly constrains their growth. Data gathered through historical research and in-depth interviews show that the growth of firms in the industry has not been inhibited by a familistic "entrepreneurial ethic." The structure of the industry has been far more influenced by Taiwan's history of incorporation into the world economy and the policies of modernizing governments, both under Japanese (1895--1945) and GMD rule (1945--present). The establishment of a market-friendly institutional context on Taiwan, including private property rights and contract law, has made it possible for some firms to grow from small family enterprises into relatively large corporations. At the firm level, organization of production into family or corporate firms is less influenced by a Chinese cultural essence than by the degree of capitalization available to firms and the type of product they produce. / The "entrepreneurial ethic" thesis not only fails to account for the empirical reality of the Taiwanese tanning industry. In the Taiwanese context, the discourse on Chinese family firms has political implications in terms of class, gender and nation on Taiwan. First of all, focus on the family has overlooked class- and gender-based inequalities in such enterprises. in chapters five through seven, therefore, this thesis draws attention to the roles of workers and women in the contemporary Taiwanese economy. Secondly, studies. of Taiwanese society as a reflection of Chinese culture neglect controversies within Taiwan about "Taiwanese identity" and national sovereignty. Chapter eight is thus an discussion of the competing nationalist discourses employed by the state and Taiwanese entrepreneurs. In conclusion, it is argued that cultural explanations of economic behavior have political implications which should be rendered transparent in the social scientific literature.

In recent years, succession has become a major theme in family business research. Much of the research effort has concentrated on the managerial dimension of succession, often subordinating the importance of other major variables such as family relationship dynamics and the form of business ownership on the succession outcome. Family enterprises are generally conceptualised as a dynamic, evolving systems in which the actions and interactions taking place amongst constituent groups determine the system's outputs. This study aimed to overcome the limitations of examining only one dimension of a system's activities by carrying out a longitudinal holistic analysis of the evolution of the family enterprise system as it went through the process of generational transition. The research for this thesis employed the multiple case study method to investigate the influence of emotional and developmental factors on the ability of business-owning families to make progress with the tasks required to complete a generational transition. Three specific issues were examined: the nature of the task environment facing the family enterprise system over the duration of the transition period; the approaches used by families to address the tasks required for them to move through the stages making up the transition process; and the extent to which emotional and developmental factors prevented or promoted progress being made with the generational transition. The results reveal that families face the same sequence of stages in the generational transition process. However, they differ in their ability to move through these stages, towards closure of the transition period and the achievement of a succession outcome, Importantly, the degree to which individuals and families are able to make progress is related to their ability to manage the anxiety generated during the transition process. Anxiety is created when the structures or network of interrelationships that hold their family enterprise system intact are evaluated and may be dismantled and reconstructed differently for the next stage in the system's development. The study supports the view that anxiety is generated during transition times when developmental pressures for change build up from changes taking place in the life-cycles underway within the family enterprise system. It also supports the view that developmental pressure (such as a crisis) from the business subsystem alone does not lead to transition task activity and progress. Progress in response to business sub-system pressure comes about when the opportunity exists to solve an ongoing adult development problem by implementing a solution to a transition task problem. The ability to manage anxiety was found to be related to both the quality of emotional functioning in the family and the extent to which the adult development agendas of both generations are in alignment. Favourable alignment brought a developmental opportunity for the individuals concerned. It allowed them to do the exploratory work required in order to assess the extent to which the family business could provide part of their life structure for the next phase of their development. However, in addition to adult development generational alignment, the study confirmed that the quality of emotional functioning in the family (their ability to overcome multigenerational patterns of functioning and behaviour) influenced the family's ability to make progress with ownership transfer and other tasks. The study concludes that emotional and developmental influences are mediating factors between the forces for change originating in the family enterprise system and its environment and the ability of those in the system to respond to the need for change and manage the transition process. It also found that families significantly underestimate the nature and complexity of the work involved in the transition process, as well as the timescale and emotional commitment required to complete the transition.

Questions about the role of the "informal sector" color much of the discussion of urban economic development in poor countries. Why is there an informal sector (and how to define it)? Are informal businesses stagnant or dynamic, and can they contribute to development? In the small Bolivian city of Sucre, site of this study, there is no "informal sector"; rather, the entire economy demonstrates informal characteristics. With a handful of exceptions, businesses are all very small and household centered. Most manufacturing is done by hand or with simple machines, and informal labor and trade relationships predominate. This thesis describes Sucre's producers, especially chocolate-makers and carpenters, and the local organizations which work with them to promote business growth. Despite attempts by local NGOs, grassroots organizations, and business people, Sucre' businesses stay, small and informal. The reasons for this include: (A) the size and composition of the local market; (B) the problems of trust and contract enforcement which raise transaction costs (for hiring workers, contracting distributors and forming partnerships); (C) the inability to "catch up" with more efficient, mechanized competitors in neighboring countries; and (D) a tendency for households to diversify their investments as a response to risk and uncertain markets. The main problem impeding business growth in Sucre is not the businesses' informality (which is principally a result of their smallness), but the local social, economic and institutional environment in which they must work. This is an environment in which business owners have learned to survive and even, occasionally, prosper, but one which they have thus far been unable to change.

Familiness has become widely accepted as the appropriate construct representing the unique bundle of resources arising out of family involvement in business. However as yet we do not fully understand the types of familiness or the conditions that give rise to them and as such familiness remains in need of further exploration. This research explores the familiness construct and its role in perpetuating entrepreneurial activity in the family business through the development and deployment of an entrepreneurial orientation (EO) over multiple generations. The Resource-Based View (RBV) is the adopted firm level framework used to identify the unique bundle of family resources that represent familiness. These resources are then explored for their contribution to nurturing and perpetuating an EO, thereby creating a source of competitive advantage. The research also explores the association of EO to the achievement of the firm’s nonfinancial objectives. Using exploratory in-depth qualitative case studies of four multigenerational Australian family firms, data was collected via semi-structured interviews, observations, and secondary documents. NVivo assisted with the coding and analysis of data to identify common patterns and themes from both within-case and across-case analyses.Six resource dimensions were found to represent the familiness resource bundle: reputation, experience – insights and skills, learning, decision-making, relationships, and networks. These resource dimensions, identified by their prevalence across all four cases, are spread across the resource categories (human, organizational, and process) and thus confirm the widespread potential of the family’s influence in business. The resource dimensions displayed a paradoxical nature and the ability to manage these paradoxes enabled these firms to exploit their familiness advantages (f+) and simultaneously mitigate the disadvantages (f-). Managing the paradoxical nature was central to the multigenerational success of these firms. Three of the six dimensions (experience – insights and skills, decision-making, and networks) were instrumental in influencing the development of the firm’s EO while three other dimensions (reputation, learning, and relationships) were more closely aligned with a market, learning, and communication orientation. The findings also suggest that family firms are better able to address non-financial objectives when they have strong EOs that engaged them in entrepreneurial activities. All interpretations of the findings are integrated into a conceptual model for future empirical analysis.The study contributes to research by identifying six dimensions (familiness resources model) that constitute the familiness resource bundle and through which family influence is most prevalent and best examined within the business. The study suggests that the paradoxical nature of these dimensions highlights conditions that give rise to familiness advantages (f+) or disadvantages (f-) and that managing these paradoxes gives rise to sustained competitive advantage. The study also proposes that the family is most influential in driving the firm’s EO: by being exposed to internal and external experiences that heighten their ability for opportunity recognition; by balancing the process (informal or formal), speed (fast or slow), and forum (concentrated or collaborative) of decisions; and by integrating and exploiting the firm’s strong and weak network ties. Finally the study confirms a close association between a firm’s EO and its non-financial objectives. The study thus encourages family firms to pursue entrepreneurial activity, not only because it sustains their livelihood over generations, but because it also assists in meeting the family’s non-financial objectives.

Familiness has become widely accepted as the appropriate construct representing the unique bundle of resources arising out of family involvement in business. However as yet we do not fully understand the types of familiness or the conditions that give rise to them and as such familiness remains in need of further exploration. This research explores the familiness construct and its role in perpetuating entrepreneurial activity in the family business through the development and deployment of an entrepreneurial orientation (EO) over multiple generations. The Resource-Based View (RBV) is the adopted firm level framework used to identify the unique bundle of family resources that represent familiness. These resources are then explored for their contribution to nurturing and perpetuating an EO, thereby creating a source of competitive advantage. The research also explores the association of EO to the achievement of the firm’s nonfinancial objectives. Using exploratory in-depth qualitative case studies of four multigenerational Australian family firms, data was collected via semi-structured interviews, observations, and secondary documents. NVivo assisted with the coding and analysis of data to identify common patterns and themes from both within-case and across-case analyses.Six resource dimensions were found to represent the familiness resource bundle: reputation, experience – insights and skills, learning, decision-making, relationships, and networks. These resource dimensions, identified by their prevalence across all four cases, are spread across the resource categories (human, organizational, and process) and thus confirm the widespread potential of the family’s influence in business. The resource dimensions displayed a paradoxical nature and the ability to manage these paradoxes enabled these firms to exploit their familiness advantages (f+) and simultaneously mitigate the disadvantages (f-). Managing the paradoxical nature was central to the multigenerational success of these firms. Three of the six dimensions (experience – insights and skills, decision-making, and networks) were instrumental in influencing the development of the firm’s EO while three other dimensions (reputation, learning, and relationships) were more closely aligned with a market, learning, and communication orientation. The findings also suggest that family firms are better able to address non-financial objectives when they have strong EOs that engaged them in entrepreneurial activities. All interpretations of the findings are integrated into a conceptual model for future empirical analysis.The study contributes to research by identifying six dimensions (familiness resources model) that constitute the familiness resource bundle and through which family influence is most prevalent and best examined within the business. The study suggests that the paradoxical nature of these dimensions highlights conditions that give rise to familiness advantages (f+) or disadvantages (f-) and that managing these paradoxes gives rise to sustained competitive advantage. The study also proposes that the family is most influential in driving the firm’s EO: by being exposed to internal and external experiences that heighten their ability for opportunity recognition; by balancing the process (informal or formal), speed (fast or slow), and forum (concentrated or collaborative) of decisions; and by integrating and exploiting the firm’s strong and weak network ties. Finally the study confirms a close association between a firm’s EO and its non-financial objectives. The study thus encourages family firms to pursue entrepreneurial activity, not only because it sustains their livelihood over generations, but because it also assists in meeting the family’s non-financial objectives.