The Influence of Boards of Directors on Firm Ambidexterity: A Resource Dependence Perspective

This paper identifies boards of directors as salient means in achieving organizational ambidexterity. Building on resource dependency theory we propose that board capital breadth and depth positively impact exploratory and exploitative behaviors, respectively. We further argue that board capital holistically and positively influences ambidexterity, and that environmental munificence moderates each of these relationships. Hypothesis testing on a random sample of S&P 500 firms reveals support for the effects of breadth on opportunity exploration, board capital on ambidexterity, and munificence on both of these relationships.