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dc.contributor.authorSchønning, Aud
dc.contributor.authorWalther, Axel
dc.contributor.authorMachold, Silke
dc.contributor.authorHuse, Morten
dc.date.accessioned2018-04-16T14:43:28Z
dc.date.available2018-04-16T14:43:28Z
dc.date.issued2018-05-22
dc.identifier.citationSchønning, A., Walther, A., Machold, S. and Huse, M. (2018) The effects of directors' exploratory, transformative and exploitative learning on boards' strategic involvement: An absorptive capacity perspective, European Management Review, 16 (3) pp. 683-698. doi: 10.1111/emre.12186
dc.identifier.issn1740-4754
dc.identifier.doi10.1111/emre.12186
dc.identifier.urihttp://hdl.handle.net/2436/621240
dc.descriptionThis is an accepted manuscript of an article published by Wiley in European Management Review on 22/05/2018, available online: https://doi.org/10.1111/emre.12186 The accepted version of the publication may differ from the final published version.
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/pdf
dc.language.isoen
dc.publisherWiley
dc.relation.urlhttps://onlinelibrary.wiley.com/doi/full/10.1111/emre.12186
dc.subjectcorporate governance
dc.subjectfirm strategy
dc.subjectcognition and learning
dc.subjectabsorptive capacity
dc.subjectboards' strategic involvement
dc.subjectboard of directors
dc.titleThe effects of directors' exploratory, transformative and exploitative learning on boards' strategic involvement: An absorptive capacity perspective
dc.typeJournal article
dc.identifier.journalEuropean Management Review
dc.date.accepted2018-03-14
rioxxterms.funderUniversity of Wolverhampton
rioxxterms.identifier.projectUoW160418SM
rioxxterms.versionAM
rioxxterms.licenseref.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
rioxxterms.licenseref.startdate2020-05-22
dc.source.volume698
dc.source.issue683
dc.source.beginpage1
dc.source.endpage16
refterms.dateFCD2018-10-18T15:44:38Z
refterms.versionFCDAM
refterms.dateFOA2020-05-22T00:00:00Z
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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