This study examines how collaboration within top management teams (TMTs) composed of family owner-managers (FOMs) and nonfamily managers (NFMs) influences internationalization decisions. Based on a qualitative multi-case study, we identify four roles taken by TMT members: drivers (typically FOMs), experts (both FOMs and NFMs), boundary spanners (typically NFMs), and administrators (typically NFMs). We theorize how congruence regarding roles, emotional attachment, and risk perception fosters internationalization decisions, whereas frictions arise in case of incongruence and hinder decision-making. The study contributes to research on family firm internationalization and to emerging research on TMT structure.

本研究探讨了由家族所有者经理 (FOM) 和非家族经理 (NFM) 组成的高层管理团队 (TMT) 内的协作如何影响国际化决策。基于定性多案例研究，我们确定了 TMT 成员扮演的四种角色：驱动者（通常是 FOM）、专家（FOM 和 NFM）、边界跨越者（通常是 NFM）和管理员（通常是 NFM）。我们理论化了角色、情感依恋和风险感知的一致性如何促进国际化决策，而不一致的情况下会产生摩擦并阻碍决策。该研究有助于家族企业国际化研究和 TMT 结构的新兴研究。