TY - JOUR
T1 - Do STEM-Educated Boards Contribute to Innovation Activities in Large Companies?
AU - HSIEH, Tien-Shih
AU - KIM, Jeong-Bon
AU - WANG, Ray R.
AU - WANG, Zhihong
PY - 2018/12
Y1 - 2018/12
N2 - Corporate boards play an important role in formulating long-term strategies, implementing short-term objectives, and monitoring various strategic decisions made by executives. For companies with innovation as a strategic objective, it is important to identify a board that promotes and motivates innovation. Our study shows that corporate boards with more directors who have received a science, technology, engineering, and mathematics (STEM) education tend to promote more innovation activities, such as new technology invention, patent applications, and research and development investments. Our findings provide these innovative companies with useful information for identifying directors who may exercise a positive impact on corporate innovation.
AB - Corporate boards play an important role in formulating long-term strategies, implementing short-term objectives, and monitoring various strategic decisions made by executives. For companies with innovation as a strategic objective, it is important to identify a board that promotes and motivates innovation. Our study shows that corporate boards with more directors who have received a science, technology, engineering, and mathematics (STEM) education tend to promote more innovation activities, such as new technology invention, patent applications, and research and development investments. Our findings provide these innovative companies with useful information for identifying directors who may exercise a positive impact on corporate innovation.
KW - Companies
KW - Corporate Board
KW - Directors
KW - Industries
KW - Innovation
KW - Monitoring
KW - Patents
KW - STEM
KW - Technological innovation
UR - http://www.scopus.com/inward/record.url?scp=85057845890&partnerID=8YFLogxK
UR - https://www.scopus.com/record/pubmetrics.uri?eid=2-s2.0-85057845890&origin=recordpage
U2 - 10.1109/EMR.2018.2883731
DO - 10.1109/EMR.2018.2883731
M3 - RGC 21 - Publication in refereed journal
SN - 0360-8581
VL - 46
SP - 32
EP - 35
JO - IEEE Engineering Management Review
JF - IEEE Engineering Management Review
IS - 4
ER -