Internationalization of emerging market firms: the contingent role of board capability

Sandeep Sivakumar, Sreevas Sahasranamam, Elizabeth L. Rose

Research output: Chapter in Book/Report/Conference proceedingChapter


Despite extensive research on the internationalization–performance relationship, our understanding of the role of board of directors in the internationalization of emerging-market firms remains relatively limited. In addition, research pertaining to the board’s influence on firm performance has tended to focus more on board content than on its processes. In an attempt to address this research gap, we study the contingent role of the board’s capabilities on the relationship between internationalization and performance, in emerging-market firms. We propose that board tenure will have a negative moderating effect, whereas board members’ experience as CEO or general manager, industry-specific experience, international experience, and level of academic achievement will have positive moderating effects. We argue that, in the context of emerging market firms, board interactions are particularly important, and propose that moderate levels of board interaction will be most beneficial for the internationalization performance relationship.
Original languageEnglish
Title of host publicationInternational Business Strategy
Subtitle of host publicationPerspectives on Implementation in Emerging Markets
EditorsS Raghunath, Elizabeth Rose
Place of PublicationLondon
Number of pages25
Publication statusPublished - 23 Dec 2016
Externally publishedYes


  • business strategy
  • emerging-market firms
  • business performance

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    Sivakumar, S., Sahasranamam, S., & Rose, E. L. (2016). Internationalization of emerging market firms: the contingent role of board capability. In S. Raghunath, & E. Rose (Eds.), International Business Strategy: Perspectives on Implementation in Emerging Markets (pp. 43-67). London.