A principal components analysis of New Zealand Board compostion : factors that influence an export strategy

Principal Topic Internationalisation strategies are important for company expansion because New Zealand, with its four million people, has such a small market. There may or may not exist ”agency costs” in the use of Outside Directors. Ownership patterns may also influence Internationalisation.

Methodology/Key Propositions This study uses Principal Component Analysis both in a grounded theory approach and in a confirmatory approach.

Results and Implications We find evidence that in New Zealand, contrary to some previous research elsewhere, outside Directors actually have less influence on Internationalisation than Inside Directors. Private ownership also seems to have a greater association with Internationalisation than other ownership types. A highly reliable sample of 1989 New Zealand company directors showed that such factors as gender, age and location and even industry sector were irrelevant. Two factors were important in explaining whether a company goes off-shore. These are the size and magnitude of the company as well as the ownership type and role of the CEO. In essence, this study validates New Zealand’s present strategy of ”picking winners”, that is, selecting firms based upon factor components. This study adds strength to that strategy because it identifies the concrete components that should be taken into account when picking companies for special treatment, e.g. export promotion.

Impact of board composition and ownership on internationalisation strategy amongst small New Zealand firms

Internationalisation strategies are important for company expansion because New Zealand, with its four million people, has such a small market. Nonetheless, there mayor may not exist ;"agency costs" in the use of Outside Directors. Ownership patterns may also influence Internationalization Strategy. Using Binary Correlation, N-Way Cross-Tabulation, and Principal Component Analysis, we find evidence that Outside Directors have less influence on Internationalisation Strategy than Inside Directors. Family ownership also seems to have a greater association than non-family owned companies. Despite substantial limitations, the methods and models proposed seem to have some utility in examining the association of Internationalisation Strategy with Board Composition and Ownership Patterns.