Board interlocks and entry mode selection: the interplay between "experiential learning" and "vicarious learning"

Purpose: We focus on multi-level heterogeneity in board interlocks by accounting for the experience of the “tied-to” firm and the efficacy of the channel for knowledge transfer. Specifically, we study the role of board interlocks of a focal firm with cross-border acquirers and their implications on the entry mode decision (greenfield vs acquisitions). While studying board interlocks, we also consider the type of directors (inside vs independent) that form the interlocks. We situate our research within the context of knowledge-intensive industries in emerging markets. By focusing on heterogeneity in board interlocks, we consider the interplay between experiential and vicarious learning and its implication on a firm’s foreign market entry mode choice. Design/methodology/approach: We conduct our analysis on a propriety dataset of 450 foreign market entries by Indian firms belonging to knowledge-intensive industries during the period 2003 to 2013. We use a binomial logistic regression model to analyze the choice between greenfield ventures and cross-border acquisitions. Findings: We find that firms are more likely to choose cross-border acquisitions over greenfield ventures when connected to other cross-border acquirers through inside and independent director interlocks. However, this effect is more substantial for inside director interlocks. Foreign institutional investors’ shareholding weakens the impact of inside director interlocks but strengthens the effect of independent director interlocks. A firm’s cross-border acquisition experience weakens the impact of independent director interlocks. Still, it enhances the effect of inside director interlocks on the likelihood of choosing cross-border acquisitions over greenfield ventures. Originality/value: The study highlights heterogeneity in board interlocks and the effectiveness of channels of transfer of learning. It also highlights boundary conditions of board interlocks’ effectiveness in shaping the entry mode decision by elucidating the biases within different actors in the organizational learning process.