THE CHINESE FAMILY FIRM AS A MULTINATIONAL ENTERPRISE

Daniel M. Shapiro (Simon Fraser University, Vancouver, British Columbia Daniel M. Shapiro, Faculty of Business Administration, Simon Fraser University, 515 West Hastings, Vancouver, British Columbia, V6B 5K3, Canada. E‐mail: dshapiro@sfu.ca)
Eric Gedajlovic (University of Connecticut)
Carolyn Erdener (Instituto Tecnologico de Estudios Superiores de Monterrey, Mexico)

The International Journal of Organizational Analysis

ISSN: 1055-3185

Publication date: 1 February 2003

Abstract

Much of the extant literature on the Chinese Family Firm highlights the unique cultural heritage and social context in which they are embedded as primary determinants of their strategic behavior. In contrast, few studies have examined the strategic behavior of Chinese Family Firms from an economic perspective. In this paper, we address this gap in the literature by applying Dunning's eclectic theory of the MNE to the Chinese Family Firm. In doing so, we generate a series of testable propositions. We suggest that although the strategic behavior of Chinese Family Firms will differ significantly from those of classic Western MNEs, they are nonetheless amenable to interpretation according to Dunning's analytical constructs of ownership (O), internalization (I) and locational (L) advantages. More specifically, we find that like the classic Western MNE, the Chinese Family Firm can be understood as a viable mechanism for capitalizing on particular configurations of OLI advantages in international markets.

Keywords

Citation

Shapiro, D.M., Gedajlovic, E. and Erdener, C. (2003), "THE CHINESE FAMILY FIRM AS A MULTINATIONAL ENTERPRISE", The International Journal of Organizational Analysis, Vol. 11 No. 2, pp. 105-122. https://doi.org/10.1108/eb028965

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MCB UP Ltd

Copyright © 2003, MCB UP Limited

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