Do boards of directors foster strategic change? A dynamic managerial capabilities perspective

Åberg, Carl; Torchia, Mariateresa

doi:10.1007/s10997-019-09462-4

Cited by 25 publications

(17 citation statements)

References 88 publications

(251 reference statements)

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“…Other studies found that the presence of women on the board is positively related to firms' environmental innovation (Hyun et al 2016;Isidro & Sobral, 2015;Liao et al 2019). Some authors suggested that board members' knowledge and experience lead to better decisions and consequently to strategic change (Åberg & Torchia, 2019;Haynes & Hillman, 2010;Westphal & Fredrickson, 2001). Hambrick and Mason (1984) claimed that organizations guided by young executives are more risk-oriented, while other studies showed that managerial youth is associated with corporate growth (Child, 1974;Hart & Mellons, 1970).…”

Section: Board Diversitymentioning

confidence: 99%

“…In terms of personal characteristics, previous studies considered a series of demographic variables such as age, functional background, career experiences, education, gender and socioeconomic background (Carpenter et al 2004;Hambrick & Mason, 1984;Sparrow, 1994). The stream of research on Upper Echelons theory started out by focusing on top management teams and on chief executive officers (CEOs) but more recently has been extended to the Board of Directors insofar as the knowledge, skills and expertise of board members affect strategic decision-making, business performance and sustainability (Åberg & Torchia, 2019;Horner, 2009;Shahab et al 2018). For instance, regarding board diversity in terms of gender, some studies have argued that the presence of female directors is related with a better environmental and social performance (Hassan et al 2015(Hassan et al , 2017Orazalin & Baydauletov, 2020;Post et al 2015) and, more in general, with overall better firm performance (Adams & Ferreira, 2009).…”

Section: Board Diversitymentioning

confidence: 99%

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Integrated reporting quality and BoD characteristics: an empirical analysis

et al. 2021

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The amount of literature on IR has grown over the last few years, but while particular attention has been paid to the variables that can play a role in IR adoption, IR quality and its determinants are still the subject of debate. The main determinants of IR quality outlined by the literature are firm size, industry, national context, firm performance, assurance, and to a lesser extent, corporate governance and company ownership structure. However, previous studies have usually reached conflicting results, thus not providing shared conclusions.This paper aims to understand the impact of the Board of Directors’ features on IR quality, evaluated in terms of the degree of compliance between IR content and the guidelines suggested in the IR framework presented by IIRC. The Board’s characteristics considered are size, composition and diversity with regard to board members’ gender, age and level of education.53 companies were taken into consideration from 2013 to 2016 for a total number of 212 integrated reports. Five research hypotheses were developed. Research findings highlight that IR quality is positively associated with the level of education of board members, and negatively with the presence of women. Moreover, among control variables, profitability (positive relation) and leverage (negative relation) are relevant determinants. Our research findings support the idea that the “quality” of the board members matters more than their “quantity” in increasing IR quality, and that diversity in the board is more relevant than diversity of the board.

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Section: Board Diversitymentioning

confidence: 99%

Section: Board Diversitymentioning

confidence: 99%

Integrated reporting quality and BoD characteristics: an empirical analysis

et al. 2021

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“…Firms that operate in turbulent environments face increasingly dynamic and digitized business settings, and thus have to implement governance practices (Åberg & Shen, 2020;Åberg & Torchia, 2020), mainly in the perspective of IT governance capability to transform the traditional business model and business processes to attend to market requirements in the digital world (Khalil & Belitski, 2020). The study, therefore, focuses on IT governance, where organizations have to use strategic IT assets, to better understand the market and customers need to develop dynamic capabilities (DC) to gain competitive performance that ensures the firm's survival (Aral & Weill, 2007;Mikalef & Pateli, 2017).…”

Section: Introductionmentioning

confidence: 99%

IT Governance as Drivers of Dynamic Capabilities to Gain Corporate Performance Under the Effects of Environmental Dynamism

Yoshikuni

2021

International Journal of Business, Economics and Management

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For researchers and practitioners, there is an important central question to answer, how information technology (IT) governance can help organizations survive and thrive in constantly changing business environments. To address this issue, this study examines the influence of IT governance on dynamic capabilities to sustain corporate performance under environmental dynamism. Tests of the proposed model were performed using survey data from 147 Brazilian firms to support the hypotheses. The results demonstrated that IT governance is a core enabler of dynamic capabilities innovation and operational capabilities for corporate performance gains. The heterogeneity tests also showed that the firm's orientation strategy of prospector and analyzer, under conditions of high dynamism environmental, increased the value of IT governance to enable innovation capability, while the impact of IT governance-enabled operational capabilities under low dynamism, amplified the firm's orientation strategy of defender and reactor. For practical application, this study indicated that managers should be knowledgeable about how IT governance capability plays a fundamental role to enable dynamic capabilities and generate economic payoffs. Contribution/Originality: The original contribution of the work is illustrated of the relationship between IT governance practices, an approach that combined five IT capabilities, and dynamic capabilities (innovation and operational) to gain corporate performance under an uncertainty environment of dynamism, which has not been previously subject to large scale empirical testing.

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“…The directors are assumed to be a resource which can be classified considering their roles such as, "support specialist", "business experts", and "community influences". Moreover, the strategic role of boards emphasizes a strategic contribution of boards to the firm through formulation, refinement, and evaluation strategies [30]. The board of directors may provide informal advice and guide strategic changes which lead to sustainable production of energy companies.…”

Section: Corporate Governance and Sustainable Productionmentioning

confidence: 99%

Corporate Governance-Based Strategic Approach to Sustainability in Energy Industry of Emerging Economies with a Novel Interval-Valued Intuitionistic Fuzzy Hybrid Decision Making Model

Huang

Dınçer

et al. 2020

Sustainability

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The sustainability in energy industry is one of the most prominent issues in emerging economies because of needs for the long-term growth of production and managerial capacity. Accordingly, corporate governance could lead to develop the sustainable production of energy industry. The purpose of this study is to define a set of criteria and dimensions for analyzing the corporate governance-based strategic approach to sustainability in the energy industry of emerging economies. For this purpose, this study provides several novelties by extending a hybrid decision making model with interval-valued intuitionistic fuzzy sets (IVIF) and defining the related criteria and dimensions of corporate governance-based strategic approach with the supported literature. IVIF decision making trial and evaluation laboratory (DEMATEL) is constructed for measuring the relative importance of criteria and dimensions. IVIF VlseKriterijumska Optimizacija I Kompromisno Resenje (VIKOR) is applied for ranking the corporate governance-based performance of sustainable energy industries in emerging economies. Sensitivity analysis is also used for understanding the coherence of ranking results. Analysis results illustrate that the energy industry could provide more sustainable results than the conventional managerial policies by considering the social capital of board members. Additionally, mass-economies are closely related to the sustainable production capacities of energy industry and have the best performance results for the corporate governance-based sustainable energy production strategies. The results are discussed to provide the policy recommendations by comparing analysis results of emerging economies for further studies.

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Do boards of directors foster strategic change? A dynamic managerial capabilities perspective

Cited by 25 publications

References 88 publications

Integrated reporting quality and BoD characteristics: an empirical analysis

Integrated reporting quality and BoD characteristics: an empirical analysis

IT Governance as Drivers of Dynamic Capabilities to Gain Corporate Performance Under the Effects of Environmental Dynamism

Corporate Governance-Based Strategic Approach to Sustainability in Energy Industry of Emerging Economies with a Novel Interval-Valued Intuitionistic Fuzzy Hybrid Decision Making Model

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