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A Multi-step Model of Boundary Spanning and Absorptive Capacity: The Differential Impact of Board and Top Management Team Experience on the Development of Sustainability-related Capabilities

Abstract The study explores the differing roles that a top management team (TMT) and a board play in providing a firm the knowledge to improve its absorptive capacity. Building on the distinction between potential and realized absorptive capacity, initially posited by Zahra and George (2002), I argue that a firm's board of directors and its TMT both act to fill the critical role of knowledge gatekeepers identified by Cohen and Levinthal (1990). But, they play different roles in a firm's efforts to acquire, assimilate, transform and exploit novel information. The engagement of board members with environmental planning through personal experiences as well as prior and current ties shapes the ability of the firm to acquire (i.e., identify and o... (more)
Created Date 2018
Contributor KIM, JISUN (Author) / Hoetker, Glenn (Advisor) / Cannella Jr., Albert A (Committee member) / Zhu, David H (Committee member) / Arizona State University (Publisher)
Subject Management / absorptive capacity / boundary spanner / carbon disclosures / dynamic capabilities / environmental capabilities / strategic leadership
Type Doctoral Dissertation
Extent 70 pages
Language English
Reuse Permissions All Rights Reserved
Note Doctoral Dissertation Business Administration 2018
Collaborating Institutions Graduate College / ASU Library
Additional Formats MODS / OAI Dublin Core / RIS

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Description Dissertation/Thesis