Jean-Luc Arregle

TL;DR: In this paper, the authors develop and extend social capital theory by exploring the creation of organizational social capital within a highly pervasive, yet often overlooked organizational form: family firms and identify contingency dimensions that affect these relationships and the potential risks associated with family social capital.

TL;DR: In this paper, a study of the international partner selection of firms from emerging (Mexico, Poland, and Romania) and developed (Canada, France, and the United States) markets supports resource-based and organizational learning explanations of such partner selection, a critical factor for success with international strategic alliances.

TL;DR: In this paper, the authors examined the relationship between formal institutions, social networks, and new venture growth and found that weak and inefficient formal institutions are associated with a larger number of structural holes in entrepreneurial social networks.

TL;DR: This article found that family influence affects resource management actions taken in response to threats of imitation, and that family-influenced firms are less rigid in their responses to such threats, reducing R&D and internationalization significantly less than firms without family influence.

TL;DR: In this paper, the authors focus on family-controlled firms as an important type of family firms, and demonstrate how external parties in the governance (ownership and board of directors) can serve as a catalyst for their internationalization.