“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.