Abstract
This paper analyzes the role of the owning family’s socio-emotional goals in explaining the level of exports in family small and medium enterprises (SMEs), while investigating the influence of family business essence as an antecedent of socio-emotional goals. A survey studying 46 French family SMEs and a model using partial least squares structural equation modeling reveal that two out of the five hypothesized socio-emotional goals exert an influence on exports intensity (one being positive and the other negative), while family business essence positively and significantly impacts four of the socio-emotional goals pursued by family owners. A positive relationship between the power and experience components of the familiness construct (F-PEC Scale), then between experience and the family business essence is also evidenced. The study helps to integrate previous empirical results regarding family business internationalization by combining the constructs of familiness and socio-emotional goals (the five dimensions of the latter being evaluated simultaneously) to provide a better explanation of the level of exports in family SMEs. It also addresses the issue of family firm heterogeneity by evidencing the role of family SMEs’ ownership structure, experience, and culture in shaping the various socio-emotional goals pursued by family business owners.
Résumé
Cette recherche étudie le rôle des objectifs socio-émotionnels poursuivis par la famille propriétaire dans l’entreprise familiale comme facteurs explicatifs du niveau d’exportation des petites et moyennes entreprises (PME) familiales, ainsi que l’influence de l’essence familiale de l’entreprise comme antécédent de ces objectifs socio-émotionnels. Une étude par questionnaire basée sur 46 PME familiales françaises et un modèle d’équations structurelles évalué par la technique PLS (Partial Least squares) révèlent que deux parmi cinq objectifs socio-émotionnels étudiés exercent une influence sur le niveau d’export (l’une étant positive, l’autre négative), tandis que l’essence familiale de l’entreprise impacte de manière positive et significative quatre de ces principaux objectifs socio-émotionnels poursuivis par la famille propriétaire. Une relation positive est. également mise en évidence d’une part entre les composantes pouvoir et expérience du construit de familiness (échelle F-PEC) et d’autre part entre la dimension expérience et l’essence de l’entreprise familiale. Cette recherche intègre les résultats empiriques antérieurs concernant l’internationalization des entreprises familiales, en combinant les construits de familiness et d’objectifs socio-émotionnels (ces derniers étant évalués simultanément) afin de proposer une meilleure compréhension de l’export dans les PME familiales. Elle aborde également la problématique de l’hétérogénéité des entreprises familiales en mettant en évidence le rôle de leur structure de gouvernance, de leur expérience et de leur culture dans la formation d’objectifs socio-émotionnels différents et évolutifs.
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Notes
For instance, according to the KPMG Family Business Survey (2013), 60% of all European companies are family businesses. In 2010, a report by Sun Yat-sen University, Zhejiang University, and Hong Kong-based family firm Lee Kum Kee showed that 85.4% of China’s private enterprises are family owned. In the Middle East, over 80% of businesses are either family run or family controlled (PWC Family Business Survey, 2012).
CEDEF (French Ministry of Economy): https://www.economie.gouv.fr/cedef/
Family Power, Experience and Culture.
“Entreprises familiales: Ouvrir son capital pour durer,” BPIFrance, Le Lab, 2018.
“The five attributes of enduring family businesses”, McKinsey&Company, 2010.
On a 3-year basis (2011–2014).
French “Directoire”
French “Conseil d’administration” or “Conseil de surveillance”
In some rare cases of firms owned by one family and managed by another one, the survey was sent to the family holding management role. In some other cases, if two family managers were of the same rank (CEO, for example), the older one was chosen.
Recommended by the SPSS statistical package.
Because an identical item belongs to the “Identification” sub-scale of SEW.
The items are: “Family members support the family business in discussions with friends, employees, and other family members”; “Deciding to be involved with the family business has a positive influence on my life”; “There is so much to be gained by participating with the family business on a long-term basis”.
The items are: “The majority of the shares in my family business are owned by family members”; “In my family business, most executive positions are occupied by family members”; and “The board of directors is mainly composed of family members”.
The measure of family involvement in management has a mean of 85.93% and a median of 100%.
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The authors would like to thank the editor-in-chief and the anonymous reviewers for their helpful and constructive comments that greatly contributed to improving the final version of the manuscript.
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This work was supported by the CEROS (Le Centre d’Etudes et de Recherches sur les Organisations et la Stratégie) at the University of Paris Nanterre (France).
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Basly, S., Saunier, PL. Familiness, socio-emotional goals and the internationalization of French family SMEs. J Int Entrep 18, 270–311 (2020). https://doi.org/10.1007/s10843-019-00265-0
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DOI: https://doi.org/10.1007/s10843-019-00265-0