How does job-related diversity affect boards' strategic participation? An information-processing approach |
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Authors: | Patricia Gabaldon Sadi Boĝaç Kanadlı Max Bankewitz |
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Institution: | 1. Department of Economics, IE Business School, IE University, C/ María de Molina, 13, 28006 Madrid, Spain;2. Universitat Ramon Llull – ESADE, Av. Torreblanca, 59, E-08172 Sant Cugat, Barcelona, Spain;3. Witten/Herdecke University, Alfred-Herrhausen-Straße 50, 58448 Witten, Germany |
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Abstract: | More than ever, corporate leaders consider the presence of different skills, knowledge, and experience in their boardrooms being important for boards' involvement throughout the whole strategy process. However, even though of great practical relevance, we have limited knowledge about how such diversity affects boards' active contribution to corporate strategy. Applying information-processing theory, we explore how job-related diversity may be an important determinant for boards' strategic participation. Using a survey database collected in Norway, we find that job-related diversity contributes to boards' strategic participation through directors' use of knowledge and skills. |
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Keywords: | Board strategic participation Board processes Job-related diversity Information-processing theory |
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