The impact of board composition and internationalisation on strategic change: Longitudinal empirical evidence

Ihssan Samara, Nandakumar Mk, Sunil Sahadev and Vijay Pereira
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Ihssan Samara: Faculty of Administrative & Financial Sciences, University of Petra, Amman, Jordan
Nandakumar Mk: Indian Institute of Management Kozhikode (IIMK), Kozhikode, India
Sunil Sahadev: Sheffield Hallam University, Sheffield, UK
Vijay Pereira: NEOMA Business School, Mont-Saint-Aignan, France

Australian Journal of Management, 2025, vol. 50, issue 4, 1267-1293

Abstract: This study looks at the effect of board composition on a firm’s propensity for strategic change. We hypothesise that board composition influences strategic change and internationalisation moderates this relationship. We do a longitudinal study of 433 listed firms in the United States. The findings indicate that the board composition represented by two variables, namely board size and CEO duality, leads to less strategic change. In contrast, the third variable, interlocking directorships, leads to more strategic change. Our results also suggest that internationalisation mitigates the negative impact of board size and CEO duality on strategic change and strengthens the positive impact of interlocking directorships. JEL Classification: C12, L20, L21, M10

Keywords: Board composition; board size; CEO duality; interlocking directors; internationalisation; strategic change (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:sae:ausman:v:50:y:2025:i:4:p:1267-1293

DOI: 10.1177/03128962241270745

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