“Successful” internationalising UK family and non‐family‐owned firms: a comparative study

Abstract

Purpose

The purpose of this research is to investigate differences in the perceived performance and competitiveness of “successful” family and non‐family‐owned firms in overseas markets.

Design/methodology/approach

This paper reports on findings from a postal survey and subsequent interviews involving managers of firms that are winners of the UK Queen's Award for Export.

Findings

Statistical analysis and follow‐up interviews establish that limited differences exist between high performing family and non‐family‐owned SMEs in respect of measures and sources of performance.

Research limitations/implications

The data were based on a sample of firms judged to have been successful and therefore the usefulness of the sampling frame is questionable based on the criteria of the award's committee.

Practical implications

The findings indicate that small family‐owned businesses can be just as competitive in overseas markets as their non family‐owned counterparts, assuming that an effective strategy is employed. These can serve as useful role models.

Originality/value

Prior research has focused on general surveys and has not explicitly investigated differences between family and non‐family‐owned higher performing firms.

Citation

Crick, D., Bradshaw, R. and Chaudhry, S. (2006), "“Successful” internationalising UK family and non‐family‐owned firms: a comparative study", Journal of Small Business and Enterprise Development, Vol. 13 No. 4, pp. 498-512. https://doi.org/10.1108/14626000610705714