Board engagement with digital technologies: a resource dependence framework

Oliveira, F. ORCID: https://orcid.org/0000-0002-1433-0612, Kakabadse, N. ORCID: https://orcid.org/0000-0002-9517-8279 and Khan, N. ORCID: https://orcid.org/0000-0001-6911-9737 (2022) Board engagement with digital technologies: a resource dependence framework. Journal of Business Research, 139. pp. 804-818. ISSN 0148-2963 doi: 10.1016/j.jbusres.2021.10.010

Abstract/Summary

This qualitative exploratory inquiry examines the perspectives of 26 board members in medium-sized, privately held companies operating in the United Kingdom. The study question investigates how digital technologies (DTs) impact board director capabilities. Considering different board members’ experiences, the research draws attention to the influence of digital technologies on the way that board directors work. Thematic analysis offers a rigorous approach to analysis and enables a deeper understanding of individual director experiences. Findings indicate that DT impacts all board directors in four major areas: gathering, interpreting and sharing information; board stewardship; blue-sky strategizing; and scoping predictive strategic priorities. Theoretical contribution is to Resource Dependence Theory (RDT) as an outcome-focused lens, which best captures a firm’s interest in digital technological advantage through board contribution and outcomes. In conclusion, practical insights for board members and regulators are highlighted.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/100871
Item Type	Article
Refereed	Yes
Divisions	Henley Business School > Digitalisation, Marketing and Entrepreneurship Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	Elsevier
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