The board of directors and international decision-making

Abstract

This paper develops a view of how specific elements of the directors' human and social capital can enhance a company's international performance. We have taken the view that the board is an active participant in the firm’s management, and we have therefore set out and tested a number of arguments related to the board’s role in the adoption of international decisions. Specifically, our results point to the need to incorporate board members with high levels of education and international background with ability to learn and process information and to help international decision-making. As shown by our results, a high level of external connectivity of directors could have negative repercussions for internationalization since they limit the time spent on the board and therefore reduces the cohesion and trust inside the board. The implications of this research, therefore, are important for both executives and academics, as it helps to know what attributes contribute to the board’s effectiveness in such a way as to positively affect the internationalization of the firm.