The Internationalisation of Family Owned and Operated Firms
Translated title
Internationalisering af Familie Ejede og Drevne Virksomheder
Author
Rahbech, Alex
Term
4. term
Publication year
2012
Submitted on
2012-12-06
Abstract
This thesis examines how family-owned and operated firms internationalise and which firm-specific resources underpin successful entry into foreign markets. Motivated by a Danish SME, JH Staldservice, and the broader observation that family firms often internationalise in the second or third generation, the study develops an analytical model that combines internationalisation theory with the resource-based view of the firm. The model highlights the role of valuable, rare, and especially transferable resources (such as market and organisational knowledge and relational capabilities) in sustaining competitive advantage abroad and offsetting the liability of foreignness. The framework is operationalised through a single-case application: an assessment of JH Staldservice’s internationalisation readiness and evaluation of a concrete foreign market opportunity. Methods include internal resource and value chain analysis, industry structure analysis using Porter’s Five Forces, export opportunity identification and assessment, scenario analysis, and consideration of market entry modes and marketing strategies. In the case, the Swedish market is assessed and found attractive, leading to tailored entry and marketing strategy recommendations aligned with the firm’s resource bundle. Overall, the findings indicate that controlling and transferring key resources to the target market is central to successful family-firm internationalisation.
Specialet undersøger, hvordan familieejede og -drevne virksomheder internationaliserer, og hvilke virksomhedsspecifikke ressourcer der er afgørende for succesfuld indtræden på udenlandske markeder. Med udgangspunkt i en dansk SMV, JH Staldservice, og den generelle observation, at familievirksomheder ofte internationaliserer i anden eller tredje generation, udvikles en analytisk model, der kombinerer internationaliseringsteori med den ressourcebaserede virksomhedsteori. Modellen fremhæver betydningen af værdifulde, knappe og især overførbare ressourcer (fx markeds- og organisationsviden samt relationelle kapabiliteter) for at opretholde konkurrencefordele i udlandet og modvirke fremmedhedsomkostninger. Rammeværket operationaliseres i et enkelt casestudie: en vurdering af JH Staldservices internationaliseringsparathed og evaluering af en konkret udenlandsk markedsmulighed. Metoderne omfatter intern ressource- og værdikædeanalyse, brancheanalyse med Porters fem kræfter, identifikation og vurdering af eksportmuligheder, scenarieanalyse samt overvejelser om markedsindtrængnings- og marketingstrategier. I casen vurderes det svenske marked som attraktivt, hvilket munder ud i målrettede anbefalinger til indtrængnings- og marketingstrategi i overensstemmelse med virksomhedens ressourcebundt. Overordnet peger resultaterne på, at kontrol med og overførsel af nøgleressourcer til målmarkedet er centralt for succesfuld internationalisering i familievirksomheder.
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