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How family control influences FDI entry mode choice

Author

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  • Kao, Ming-Sung
  • Kuo, Anthony
  • Chang, Yi-Chieh

Abstract

This study investigates how family control influences entry mode choice between joint ventures and wholly owned subsidiaries. Based on past studies revealing family-controlled firms’ unique concerns regarding the preservation of socioemotional wealth, the researchers posit that, firms with higher family control respond more drastically to perceived environmental uncertainty when choosing their entry mode. The researchers hypothesize that, when perceiving high environmental uncertainty, firms with higher versus lower family control are more likely to choose joint ventures. However, when perceiving low environmental uncertainty, firms with higher versus lower family control tend to choose wholly owned subsidiaries. The empirical results obtained from a sample of 1,644 investments undertaken by publicly listed companies in Taiwan support the hypotheses.

Suggested Citation

  • Kao, Ming-Sung & Kuo, Anthony & Chang, Yi-Chieh, 2013. "How family control influences FDI entry mode choice," Journal of Management & Organization, Cambridge University Press, vol. 19(4), pages 367-385, July.
    • Handle: RePEc:cup:jomorg:v:19:y:2013:i:04:p:367-385_00
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    Citations

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    Cited by:

    1. Mikel Alayo & Txomin Iturralde & Amaia Maseda & Gloria Aparicio, 2021. "Mapping family firm internationalization research: bibliometric and literature review," Review of Managerial Science, Springer, vol. 15(6), pages 1517-1560, August.
    2. Metsola, Jaakko & Leppäaho, Tanja & Paavilainen-Mäntymäki, Eriikka & Plakoyiannaki, Emmanuella, 2020. "Process in family business internationalisation: The state of the art and ways forward," International Business Review, Elsevier, vol. 29(2).
    3. Felipe Hernández-Perlines & Juan Moreno-García & Benito Yáñez-Araque, 2019. "The influence of socioemotional wealth in the entrepreneurial orientation of family businesses," International Entrepreneurship and Management Journal, Springer, vol. 15(2), pages 523-544, June.
    4. Jean-Luc Arregle & Francesco Chirico & Liena Kano & Sumit K. Kundu & Antonio Majocchi & William S. Schulze, 2021. "Family firm internationalization: Past research and an agenda for the future," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 52(6), pages 1159-1198, August.
    5. Jain, Apoorva & Thukral, Sonal & Paul, Justin, 2024. "Foreign market entry modes of family firms: A review and research agenda," Journal of Business Research, Elsevier, vol. 172(C).
    6. Keilla Dayane Silva-Oliveira & Edson Keyso Miranda Kubo & Michael J. Morley & Rodrigo Médici Cândido, 2021. "Emerging Economy Inward and Outward Foreign Direct Investment: A Bibliometric and Thematic Content Analysis," Management International Review, Springer, vol. 61(5), pages 643-679, October.
    7. Kao, Ming-Sung & Kuo, Anthony, 2017. "The effect of uncertainty on FDI entry mode decisions: The influence of family ownership and involvement in the board of directors," Journal of Family Business Strategy, Elsevier, vol. 8(4), pages 224-236.
    8. Kalhor Elham, 2024. "Institutional effects on family business internationalization: A systematic review," ZFW – Advances in Economic Geography, De Gruyter, vol. 68(1), pages 41-62.
    9. Maria Cristina Sestu & Antonio Majocchi, 2020. "Family Firms and the Choice Between Wholly Owned Subsidiaries and Joint Ventures: A Transaction Costs Perspective," Entrepreneurship Theory and Practice, , vol. 44(2), pages 211-232, March.

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