Chairpersons’ hubris and internationalization: evidence from emerging market’s family business groups
研究了印度家族企业集团中董事长的傲慢特质如何影响企业国际化，并考察了企业集团国际化程度和独立董事任期对两者关系的调节作用。
Purpose This paper aims to explore the association between chairperson hubris and the internationalization of firms belonging to business groups in an emerging market, India, under the boundary conditions of business group internationalization and the tenure of independent board members. Design/methodology/approach Archival data of 163 Indian family firms over a five-year period were used. Findings The study highlights the significance of chairperson hubris in determining the internationalization of family firms in India and the influence that business group internationalization and the tenure of independent board members have on the chairperson hubris and firm internationalization relationships. Originality/value Although literature exists on drivers of internationalization, micro-foundations theories such as chairperson hubris have been less explored in the international business literature, especially in the context of emerging markets. Contribution to Impact