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    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of International Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of International Management, ?, ?, 2020 DOI: 10.1016/j.intman.2020.100739

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Strategic agility and international joint ventures: The willingness-ability paradox of family firms

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Strategic agility and international joint ventures : The willingness-ability paradox of family firms. / Debellis, Francesco; De Massis, Alfredo; Messeni Petruzzelli, Antonio; Frattini, Federico; Del Giudice, M.

In: Journal of International Management, Vol. 27, No. 1, 23.03.2021.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Debellis, F, De Massis, A, Messeni Petruzzelli, A, Frattini, F & Del Giudice, M 2021, 'Strategic agility and international joint ventures: The willingness-ability paradox of family firms', Journal of International Management, vol. 27, no. 1. https://doi.org/10.1016/j.intman.2020.100739

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Debellis, Francesco ; De Massis, Alfredo ; Messeni Petruzzelli, Antonio ; Frattini, Federico ; Del Giudice, M. / Strategic agility and international joint ventures : The willingness-ability paradox of family firms. In: Journal of International Management. 2021 ; Vol. 27, No. 1.

Bibtex

@article{5ed7c1da48324828acb67d71163a67b8,
title = "Strategic agility and international joint ventures: The willingness-ability paradox of family firms",
abstract = "Despite the considerable increase in studies on international joint ventures (IJVs) and family business, the two research streams have yet to be systemically integrated. Family firms have unique characteristics that affect their involvement in IJVs differently from their non-family counterparts. Indeed, family firms face a paradox entailing a lower willingness to form IJVs, but a higher ability to govern them. Drawing on three distinct components of strategic agility (i.e., strategic sensitivity, leadership unity, and resource fluidity), we develop a theoretical framework that unravels this paradox. Specifically, we argue that strong emotional attachment reduces family firms' strategic sensitivity, creating a motivational gap with respect to forming IJVs. On the other hand, when family firms overcome this gap by making full use of their board of directors, they have higher levels of leadership unity and resource fluidity. These dimensions lead to a greater ability to govern the complexities of the relationship, hence reducing opportunistic hazards, and significantly increasing the odds of the long-term success of IJVs. We develop propositions for empirical studies, and offer implications and directions for future research.",
keywords = "International joint ventures, Strategic agility, Family firms, Board of directors, Socioemotional wealth",
author = "Francesco Debellis and {De Massis}, Alfredo and {Messeni Petruzzelli}, Antonio and Federico Frattini and {Del Giudice}, M",
note = "This is the author{\textquoteright}s version of a work that was accepted for publication in Journal of International Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of International Management, ?, ?, 2020 DOI: 10.1016/j.intman.2020.100739",
year = "2021",
month = mar,
day = "23",
doi = "10.1016/j.intman.2020.100739",
language = "English",
volume = "27",
journal = "Journal of International Management",
issn = "1075-4253",
publisher = "Elsevier Inc.",
number = "1",

}

RIS

TY - JOUR

T1 - Strategic agility and international joint ventures

T2 - The willingness-ability paradox of family firms

AU - Debellis, Francesco

AU - De Massis, Alfredo

AU - Messeni Petruzzelli, Antonio

AU - Frattini, Federico

AU - Del Giudice, M

N1 - This is the author’s version of a work that was accepted for publication in Journal of International Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of International Management, ?, ?, 2020 DOI: 10.1016/j.intman.2020.100739

PY - 2021/3/23

Y1 - 2021/3/23

N2 - Despite the considerable increase in studies on international joint ventures (IJVs) and family business, the two research streams have yet to be systemically integrated. Family firms have unique characteristics that affect their involvement in IJVs differently from their non-family counterparts. Indeed, family firms face a paradox entailing a lower willingness to form IJVs, but a higher ability to govern them. Drawing on three distinct components of strategic agility (i.e., strategic sensitivity, leadership unity, and resource fluidity), we develop a theoretical framework that unravels this paradox. Specifically, we argue that strong emotional attachment reduces family firms' strategic sensitivity, creating a motivational gap with respect to forming IJVs. On the other hand, when family firms overcome this gap by making full use of their board of directors, they have higher levels of leadership unity and resource fluidity. These dimensions lead to a greater ability to govern the complexities of the relationship, hence reducing opportunistic hazards, and significantly increasing the odds of the long-term success of IJVs. We develop propositions for empirical studies, and offer implications and directions for future research.

AB - Despite the considerable increase in studies on international joint ventures (IJVs) and family business, the two research streams have yet to be systemically integrated. Family firms have unique characteristics that affect their involvement in IJVs differently from their non-family counterparts. Indeed, family firms face a paradox entailing a lower willingness to form IJVs, but a higher ability to govern them. Drawing on three distinct components of strategic agility (i.e., strategic sensitivity, leadership unity, and resource fluidity), we develop a theoretical framework that unravels this paradox. Specifically, we argue that strong emotional attachment reduces family firms' strategic sensitivity, creating a motivational gap with respect to forming IJVs. On the other hand, when family firms overcome this gap by making full use of their board of directors, they have higher levels of leadership unity and resource fluidity. These dimensions lead to a greater ability to govern the complexities of the relationship, hence reducing opportunistic hazards, and significantly increasing the odds of the long-term success of IJVs. We develop propositions for empirical studies, and offer implications and directions for future research.

KW - International joint ventures

KW - Strategic agility

KW - Family firms

KW - Board of directors

KW - Socioemotional wealth

U2 - 10.1016/j.intman.2020.100739

DO - 10.1016/j.intman.2020.100739

M3 - Journal article

VL - 27

JO - Journal of International Management

JF - Journal of International Management

SN - 1075-4253

IS - 1

ER -