IntroductionFamily businesses have traditionally operated in domestic markets, but an increasing number are now searching for growth opportunities in foreign markets (Fernandez & Nieto, 2005; Zahra, 2003). Internationalization is considered one of the most important strategies for firms' growth and expansion (Graves & Thomas, 2008). The term internationalization has been widely used to describe the outward movement of a company to compete in an international environment (Zeng, Xie, Tam & Wan, 2008). Internationalization has many advantages including targeting new markets, obtaining economies of scale, and mitigating risk through diversifying (Gallo & Sveen, 1991). Multiple studies have examined the internationalizing behavior of large and small firms (Cerrato & Piva, 2007; Fernandez & Nieto, 2006; Senik, 2010; Simon & Hitt 2003; Tavares, 2012; Wang, 2010). However, few studies have examined the factors that affect decision making with respect to internationalization within family businesses (Zahra, 2003).Studies have observed that a great deal of inconsistency exists in addressing the factors that influence decision making regarding internationalization (Segaro, 2012). The available literature concerns studies that have been conducted in different countries and regions such as the US, China, and Europe (Graves & Thomas, 2006; Ibrahim, Soufani & Lam, 2003; Liang, Wang & Cuit, 2012; Senik, 2010; Tsang, 2001; Zahra, 2003).This paper looks at the constraining and driving factors that steer family business decisions toward internationalization and global success. Knowing that inconsistencies exist regarding these factors, this review outlines the reasons for these differences in findings and how to eliminate them in future studies.The findings review the available research in this field and provide suggestions on how to move the field forward. A practical framework integrates those critical factors that influence internationalization decision making in family businesses. It also provides a comprehensive understanding of how those factors affect the decision to internationalize. This framework may help family business owners to make better internationalization decisions because they will have a clearer understanding of the factors that either constrain or drive the internationalization of their businesses. This study contributes to existing knowledge by increasing the understanding of the internationalization of family businesses and by providing a summary and analysis of existing research on this subject.This paper is structured as follows: first, a brief introduction is provided of family business and internationalization. Second, the methodology used in the study is set out. Third, existing research is presented on family businesses and the factors affecting their decision making regarding internationalization. A summary of those factors are provided to demonstrate the findings. Finally, the conclusion of the study provides suggestions for future research.Introduction to Family BusinessIn the global economy, family firms have a long-standing historical presence, representing the majority of all businesses worldwide; they are among the fastest growing areas of interest in today's business world (Segaro, 2012; Tio & Kleiner, 2005). It is estimated that as many as 90% of all companies worldwide can be classified as family firms and that they contribute 70% to 90% of the global gross domestic product (GDP) (Family Firm Institute, 2014; Dyer, 2003). In the United States, family-owned companies constitute approximately 35% of Fortune 500 companies and 50% of the US GDP; approximately 95% of all companies in the United States are considered family-owned (Perman, 2006). In the UK, 65% of private sector enterprises are considered family firms whereas approximately 90% of the firms in Canada are either family-owned or family-managed (Ibrahim, Soufani & Lam, 2003; Capital Economics, 2008). …