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Abstract
Exporting family firms face socioemotional wealth constraints that limit value creation abroad. We argue that female managers can increase export sales by bringing prudent decision-making, stronger governance, and stakeholder-sensitive leadership, making international expansion more compatible with preserving family control and identity. Yet this relationship depends on host-country gender institutions. Patriarchal environments may weaken female managers’ legitimacy and effectiveness. Longitudinal data from 689 Swedish exporting family firms across 2004–2016 show higher export sales under female managers, especially in less patriarchal countries and when managers belong to the controlling family. Effects emerge mainly after market entry, rather than during initial entry decisions.
