In the global economy, the international strategies of family firms, influenced by family ownership and management, remain underexplored. Bridging the family business and international business fields, we use the socioemotional wealth lens to examine 1,236 international expansions from 2007 to 2013. Categorizing firms into pure family, nearly pure family, borderline family, and non-family typologies, we assess the influence of internal (experience, knowledge) and external (country risk) factors on their entry modes. Results indicate that higher family involvement in ownership/management increases the preference for greenfield investments over acquisitions or equity alliances, a relationship further moderated by international experience and country risk. This study provides nuanced insights into the international behaviors of family firms.

This study incorporates insights from both institutional and family socioemotional wealth perspectives with agency theory to examine the relationships among governance practices, family ownership, and information disclosure quality. Employing a sample of 516 publicly listed firms in Taiwan over a period of 5 years (2006–2010), we found that high levels of board independence and board activity have a significant positive effect on disclosure quality. Further, family ownership positively moderated the relationship between board independence and disclosure quality. This relationship is stronger with a higher level of family ownership. The results support the institutional proposition that family-owned firms that pursue socioemotional wealth are more likely to promote information transparency to gain legitimacy and enhance their reputations with outside stakeholders.

This work aims to determine whether family firms have differential characteristics that make them better incubators for ethical behavior from the perspective of stewardship theory. Results show that the psychological and situational factors that stewardship theory points to as determinants in the construction of principal–steward relationships are more evident in family firms than in non-family firms. These factors result in the behavior of owners and non-family employees becoming more ethical – with all the benefits this implies for these firms.

Supporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction between a top family executive and the proportion of non-family managers.

This study presents the first results of an on-going study of longevity of large Spanish family firms. Its main objective is to provide solid data for a topic in which opinions are more abundant than scientific statistics, as well as to identify the keys to the survival and competitiveness of the almost 250 firms included in the study. It concludes that this reality is not just the result of two decades of integration in Europe or a fortunate endowment with some natural resources, but the outcome of a long learning process and the combination of two factors: specialization in market niches in which the state had no strategic interests and the creation of personal networks of cooperation and influence within and outside Spain.