040152 KU Family Firm Internationalisation (MA) (2020W)
Continuous assessment of course work
Labels
If you have questions concerning this course, please write to judith.ladenstein@univie.ac.at
Registration/Deregistration
Note: The time of your registration within the registration period has no effect on the allocation of places (no first come, first served).
- Registration is open from Mo 14.09.2020 09:00 to We 23.09.2020 12:00
- Deregistration possible until Sa 31.10.2020 12:00
Details
max. 50 participants
Language: English
Lecturers
Classes (iCal) - next class is marked with N
Wednesday
07.10.
13:15 - 14:45
Digital
Wednesday
14.10.
13:15 - 14:45
Digital
Wednesday
21.10.
13:15 - 14:45
Digital
Wednesday
28.10.
13:15 - 14:45
Digital
Wednesday
04.11.
13:15 - 14:45
Digital
Wednesday
11.11.
13:15 - 14:45
Digital
Wednesday
18.11.
13:15 - 14:45
Digital
Wednesday
25.11.
13:15 - 14:45
Digital
Wednesday
02.12.
13:15 - 14:45
Digital
Wednesday
09.12.
13:15 - 14:45
Digital
Wednesday
20.01.
13:15 - 14:45
Digital
Wednesday
27.01.
13:15 - 14:45
Digital
Information
Aims, contents and method of the course
Assessment and permitted materials
The examination is structured in three parts:
1. Midterm examination: Case study to be solved individually (20% of the final grade)
2. Final exam: Open-ended questions covering the whole content of the course (45%)
3. Report and Presentation of a Group project - further details will be discussed on lecture 1 (35%)
1. Midterm examination: Case study to be solved individually (20% of the final grade)
2. Final exam: Open-ended questions covering the whole content of the course (45%)
3. Report and Presentation of a Group project - further details will be discussed on lecture 1 (35%)
Minimum requirements and assessment criteria
1: 87% - 100%
2: 75% - 86,99%
3: 63% - 74,99%
4: 50% - 62,99%
5: 0% - 49,99%
2: 75% - 86,99%
3: 63% - 74,99%
4: 50% - 62,99%
5: 0% - 49,99%
Examination topics
Reading list
Exam preparation material.
The study material is based on the following papers, as described in details in the syllabus. Moreover, at the end of each lesson, slides in .pdf format will also be provided and will be part of the exam preparation material.
1. Arregle, J. L., Duran, P., Hitt, M. A., & Van Essen, M. (2017). Why is family firms’ internationalization unique? A meta–analysis. Entrepreneurship Theory and Practice, 41(5), 801-831.
2. Arregle, J. L., Hitt, M. A., & Mari, I. (2019). A missing link in family firms’ internationalization research: Family structures. Journal of International Business Studies, 50(5), 809-825.
3. Banalieva, E. R., & Eddleston, K. A. (2011). Home-region focus and performance of family firms: The role of family vs non-family leaders. Journal of International Business Studies, 42(8), 1060-1072.
4. Debellis, F., De Massis, A., Petruzzelli, A. M., Frattini, F., & Del Giudice, M. (2020). Strategic agility and international joint ventures: The willingness-ability paradox of family firms. Journal of International Management.
5. Debellis, F., Rondi, E., Plakoyiannaki, E., De Massis, A. (2020). Riding the waves of family firm internationalization: A systematic literature review, integrative framework, and research agenda. Journal of World Business, forthcoming.
6. Fang, H., Kotlar, J., Memili, E., Chrisman, J. J., & De Massis, A. (2018). The pursuit of international opportunities in family firms: Generational differences and the role of knowledge‐based resources. Global Strategy Journal, 8(1), 136-157.
7. Hennart, J. F., Majocchi, A., & Forlani, E. (2019). The myth of the stay-at-home family firm: How family-managed SMEs can overcome their internationalization limitations. Journal of International Business Studies, 50(5), 758-782.
8. Kano, L., & Verbeke, A. (2018). Family firm internationalization: Heritage assets and the impact of bifurcation bias. Global Strategy Journal, 8(1), 158-183.
9. Sciascia, S., Mazzola, P., Astrachan, J. H., & Pieper, T. M. (2012). The role of family ownership in international entrepreneurship: Exploring nonlinear effects. Small Business Economics, 38(1), 15-31.
10. Sestu, M. C., & Majocchi, A. (2020). Family firms and the choice between wholly owned subsidiaries and joint ventures: A transaction costs perspective. Entrepreneurship Theory and Practice, 44(2), 211-232.Optional Reading (books)
• De Massis, A., Sharma, P., Chua, J. H., & Chrisman, J. J. (2012). Family business studies: An annotated bibliography. Edward Elgar Publishing.
• Zellweger, T. (2017). Managing the family business: Theory and practice. Edward Elgar Publishing.
The study material is based on the following papers, as described in details in the syllabus. Moreover, at the end of each lesson, slides in .pdf format will also be provided and will be part of the exam preparation material.
1. Arregle, J. L., Duran, P., Hitt, M. A., & Van Essen, M. (2017). Why is family firms’ internationalization unique? A meta–analysis. Entrepreneurship Theory and Practice, 41(5), 801-831.
2. Arregle, J. L., Hitt, M. A., & Mari, I. (2019). A missing link in family firms’ internationalization research: Family structures. Journal of International Business Studies, 50(5), 809-825.
3. Banalieva, E. R., & Eddleston, K. A. (2011). Home-region focus and performance of family firms: The role of family vs non-family leaders. Journal of International Business Studies, 42(8), 1060-1072.
4. Debellis, F., De Massis, A., Petruzzelli, A. M., Frattini, F., & Del Giudice, M. (2020). Strategic agility and international joint ventures: The willingness-ability paradox of family firms. Journal of International Management.
5. Debellis, F., Rondi, E., Plakoyiannaki, E., De Massis, A. (2020). Riding the waves of family firm internationalization: A systematic literature review, integrative framework, and research agenda. Journal of World Business, forthcoming.
6. Fang, H., Kotlar, J., Memili, E., Chrisman, J. J., & De Massis, A. (2018). The pursuit of international opportunities in family firms: Generational differences and the role of knowledge‐based resources. Global Strategy Journal, 8(1), 136-157.
7. Hennart, J. F., Majocchi, A., & Forlani, E. (2019). The myth of the stay-at-home family firm: How family-managed SMEs can overcome their internationalization limitations. Journal of International Business Studies, 50(5), 758-782.
8. Kano, L., & Verbeke, A. (2018). Family firm internationalization: Heritage assets and the impact of bifurcation bias. Global Strategy Journal, 8(1), 158-183.
9. Sciascia, S., Mazzola, P., Astrachan, J. H., & Pieper, T. M. (2012). The role of family ownership in international entrepreneurship: Exploring nonlinear effects. Small Business Economics, 38(1), 15-31.
10. Sestu, M. C., & Majocchi, A. (2020). Family firms and the choice between wholly owned subsidiaries and joint ventures: A transaction costs perspective. Entrepreneurship Theory and Practice, 44(2), 211-232.Optional Reading (books)
• De Massis, A., Sharma, P., Chua, J. H., & Chrisman, J. J. (2012). Family business studies: An annotated bibliography. Edward Elgar Publishing.
• Zellweger, T. (2017). Managing the family business: Theory and practice. Edward Elgar Publishing.
Association in the course directory
Last modified: Fr 12.05.2023 00:12
Family firms are the most ubiquitous form of business organization globally and the enduring influence of families on business and society is an essential part of the backbone of any world economy. Family businesses are different from any other profit-seeking organization due to the family’s influence on the firm’s strategic goals, governance structures and competitive resources. We will consider how aspects such as ownership, succession, sibling rivalry and relationships with non-family members affect the international strategic choices of family firms in terms of entry modes, location choices, strategic partnerships, processes and post-entry dynamics. Consistently with its practice-oriented nature, this course will include also guest lectures from family business leaders, consultants and experts, in order to foster interactions between the students and the entrepreneurial community.
By the end of the course, students should be able to:
• Understand the unique strategic and managerial challenges for family firms operating internationally.
• Identify strengths and weaknesses of family firms in the international context.
• Critically appraise how family heterogeneity in terms of family structures, functions, interactions and events affect family firm internationalization choices.
• Consider the different strategic drivers of family business behaviour at international level.
• Comprehend how the factors occurring over time to the family and the business affect internationalization process and outcomes.
• Evaluate how contextual factors, such as institutions, market and industry contingencies affect family firm internationalization.
See more details here: https://international-business.univie.ac.at/fileadmin/user_upload/p_international_business/Syllabi/2020_WS__Syllabus_FF_internationalization_FD-1.pdf