Board Background Heterogeneity and Exploration‐Exploitation: The Role of the Institutionally Adopted Board Model
研究董事会职能背景异质性对探索型与利用型战略的影响，发现这种影响取决于制度采纳的董事会模型（如英美单层制与德国双层制）是否允许董事会知识资源融入战略制定。
Boards of directors are in a position to contribute vital knowledge resources to strategy‐making. We propose that the relation between board functional background heterogeneity and exploration‐focused versus exploitation‐focused strategy is contingent on the extent to which the institutionally adopted board model enables or constrains inclusion of the board's knowledge resources in strategy‐making. We empirically juxtapose the A nglo‐ S axon (‘one‐tier’) and R hineland (‘two‐tier’) board models in the U . K . and G ermany, respectively, and find support for our assertion that the influence of board functional background heterogeneity on relative exploration orientation is more pronounced when the adopted board model accommodates inclusion of the board's knowledge resources into strategy‐making. Implications for theory and practice are discussed.