This work is a contribution to the state of the problem of the origins of competitive asymmetries and the extraordinary results that rests on the inclusion within the explanatory factors of family effect. Its main contribution is to create a model that proposes a chained vision that includes both ex post competitiveness (horizontal approach) and its determinants in a multilevel causal chain (longitudinal approach) factors and ultimately leading to explain the international competitive success of the firm. This explanatory framework advocates an additive model integration of different sources of advantage over the competition and economic rents postulated by the various theories of the firm applying them to the case of family business. Based on a fully specified theory, the study first discusses the complementarity of the country effects, industry, district, strategy and distinctive competencies. The theoretical model also clarifies the forces that influence the accumulation of sostenibles competitive advantages, especially focusing on the effect of the structure of ownership and control over the accumulation of intangible assets. This prism provides a consistent framework for analyzing the microeconomic sources of competitiveness of Family Business investigating the implications of family control in four needy research problems: the sign of the relationship between the character of Family Business and competitiveness of the firm, the factors determinants of competitiveness variability between Family Business and nonfamily firms, competitive advantages and disadvantages of each organizational form, and the provision of resources and capabilities that distinguishes Family Business of Non Family Business firms. In particular, with regard to the fourth problem identified, this paper justifies the distinctive profile of the portfolio of resources and capabilities between the two, predicting higher availability of the Family Business to investment in physical assets due to their preference for vertical integration and its disadvantage in financial resources and intangible assets, with particular intensity in managerial skills . The logical consequence of the lower endowment of intangible assets, coupled with their more limited financial capacity and greater reliance on external funding, would be that the Family Business is more dependent on the forces of the environment, for lack of springs to differentiate themselves in the market.