The expatriate family firm and cross‐cultural management training: A conceptual framework

Abstract

Abstract While Canadian firms, in general, are reluctant to operate internationally, the small firm with family or origin ties (F/OT) to a foreign country appears to be much more active. Previous research has suggested that this exporting behavior has less to do with generally accepted business principles (exploring perceived opportunities) than with a desire to return to one's cultural roots. Based on this premise and on our present and previous research, a comparison is made between large companies and the family firm, culminating in the presentation of a framework for cross‐cultural management development, in which self‐examination, research, and study are the primary features.

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