Board diversity and strategic orientation: Evidence from India

This study leverages the upper echelons theory to investigate the effect of board diversity (gender, age, education, and tenure) on the strategic orientation of a firm in terms of its exploration‐ exploitation. It also investigates the moderating role of the technological intensity of the industry for analyzing the relationship between board diversity and exploration–exploitation of the firm. The technological intensity of the industry is classified as high‐tech and low‐tech. This study brings to light the role of the contingency factors in influencing the board's strategic choice. The study is based on panel data set of Indian Top‐200 companies listed on the National Stock Exchange for the period between 2010 and 2015. The present study's findings indicate that an increase in board diversity leads to more exploration than exploitation. Further, the effect of board diversity is more pronounced in high‐tech than the low‐tech industries.