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dc.contributor.authorSchønning, Auden
dc.contributor.authorWalther, Axelen
dc.contributor.authorHuse, Mortenen
dc.contributor.authorMachold, Silkeen
dc.date.accessioned2018-04-16T14:43:28Z
dc.date.available2018-04-16T14:43:28Z
dc.date.issued2018-05-22
dc.identifier.issn1740-4754en
dc.identifier.doi10.1111/emre.12186
dc.identifier.urihttp://hdl.handle.net/2436/621240
dc.description.abstractWhile directors’ knowledge represents a crucial resource for strategizing on boards, little is known how knowledge of individual directors becomes deployed behind the doors of the boardroom. Drawing on the concept of absorptive capacity, we develop a model that explores how directors’ explorative, transformative and exploitative learning affects boards’ strategic involvement. Using large-scale survey data, our findings indicate that learning helps to ex-plain how directors’ knowledge leads to higher levels of strategic involvement. Moreover, we find that learning processes mutually reinforce each other and have complementary effects on boards’ strategic involvement. Our study contributes to the board and absorptive capacity lit-eratures by demonstrating that learning processes are interconnected with each other and rep-resent an intermediate way to put directors’ knowledge into effective use.
dc.formatapplication/pdfen
dc.language.isoenen
dc.publisherWileyen
dc.relation.urlhttps://onlinelibrary.wiley.com/loi/17404762/year/2017en
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.subjectcorporate governanceen
dc.subjectfirm strategyen
dc.subjectcognition and learningen
dc.subjectabsorptive capacityen
dc.subjectboards' strategic involvementen
dc.subjectboard of directorsen
dc.titleThe effects of directors' exploratory, transformative and exploitative learning on boards' strategic involvement: An absorptive capacity perspectiveen
dc.typeArticleen
dc.identifier.journalEuropean Management Reviewen
dc.date.accepted2018-03
rioxxterms.funderInternalen
rioxxterms.identifier.projectUoW160418SMen
rioxxterms.versionAMen
rioxxterms.licenseref.urihttps://creativecommons.org/CC BY-NC-ND 4.0en
rioxxterms.licenseref.startdate2020-10-01en
html.description.abstractWhile directors’ knowledge represents a crucial resource for strategizing on boards, little is known how knowledge of individual directors becomes deployed behind the doors of the boardroom. Drawing on the concept of absorptive capacity, we develop a model that explores how directors’ explorative, transformative and exploitative learning affects boards’ strategic involvement. Using large-scale survey data, our findings indicate that learning helps to ex-plain how directors’ knowledge leads to higher levels of strategic involvement. Moreover, we find that learning processes mutually reinforce each other and have complementary effects on boards’ strategic involvement. Our study contributes to the board and absorptive capacity lit-eratures by demonstrating that learning processes are interconnected with each other and rep-resent an intermediate way to put directors’ knowledge into effective use.


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