I doubt they can be an asset, they are bound to be myopic in a new country, what research said about their success in international markets ?

Fair point there Dr Butt, however research does show that family ownership can be powerful mechanism to guard against institutional voids.

Family ownership provides a unique quality of resilience in a new market for any business. If internationalizing a business means starting operations in a country with unique institutions (the formal and informal aspects of a community) that have a bearing on business outcomes, then family ownership is a bit of an asset. 

I would expect a family business to respond more promptly to market situations. For example, they should not operate when there is a more than even chance to run losses for a considerable time. This reservation contrasts with the verily optimistic and bureaucratic boards and directors of non-family ventures.

Family-owned businesses when operated properly may thrive in an environment that is saturated with risks, where trust and credibility is difficult to come by. Due in part to asymmetric information, host country businesses have an advantage over outsiders seeking to secure a footing in a local market. This scenario comes into play for Chinese businesses when they are seeking out partners for strategic alliances. The principles of Xinyong (Integrity) and Guanxi (relationships) rooted in reciprocity guide family-owned Chinese businesses towards resilience.In this sense, familial ties can be an asset, even though the West has often frowned upon such practices for its conservatism and cronyism.

https://www.researchgate.net/publication/233142888_Personal_Ties_Reciprocity_Competitive_Intensity_and_Performance_of_the_Strategic_Alliances_in_Taiwan%27s_Travel_Industry

Article Personal Ties, Reciprocity, Competitive Intensity, and Perfo...