In recent decades there has been growing interest in the nature and scale of scientific collaboration. Studies into co-authorship have taken two different approaches. The first one attempts to analyse the reasons why authors collaborate and the consequences of such decision (Laband and Tollison, 2000). The second approach is based on the idea that co-authorship creates a social network of researchers (Barabási et al., 2002;Moody, 2004;Newman, 2001). In this study we have carried out an exploratory analysis of co-authorships in the field of management from the two aforementioned approaches. The results obtained show a growing tendency of the co-authored papers in the field of management, similar to what can be observed in other disciplines. Our study analyses some of the underpinning factors, which have been highlighted in the literature, explaining this tendency. Thus, the progressive quantitative character of research and the influence of the collaboration on the articles' impact are enhanced. The network analysis permits the exploration of the peculiarities of the management in comparison with other fields of knowledge, as well as the existing linkages between the most central and prominent authors within this discipline.

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Manuscript Tytpe: EmpiricalResearch Question/Issues: The resource-based view of the firm may provide the theoretical explanation as to how boards can be a source of firm competitive advantage. Directors' experience, knowledge, expertise are valuable, rare, inimitable and non-substitutable resources that make up the board potential. These resources must be integrated with other firm resources in strategic processes through dynamics of relations. Research Findings/Insights: Given the preliminary nature of this work, the empirical section is an exclusive analysis of the board's potential. Our specific aim is to establish whether resources that directors bring to board are sources of board competence and ability with consequences for international strategic decisions. To do this, we use a sample of 562 board members of 45 listed Spanish companies. Our results show that average board tenure is negatively related to the firm's degree of international diversification. Directors with long tenures may operate from the basis of routines that are built up over time and their knowledge of the firm could eventually become a less valuable resource. The empirical findings also indicate that the directors' managerial experience within the specific industry to which the firm belongs and a high level of academic achievement affects the firm's degree of international diversification. Theoretical/Academic Implications: The contribution of this article is three-fold. First, it emphasizes the role of directors in board effectiveness, investigating why and how relevant elements of directors' human capital can enhance board ability to perform their roles making up the board potential. Secondly, it refines and extends the concept of "board capability" as an adequate configuration of potential and relationship dynamics that allow boards to undertake their task competently over time. Third, this article stresses the active participation of a board in firm internationalization. Practitioner/Policy Implications: One of the important practical implications of these results refers to the selection of board members. In order to increase board effectiveness, in the context of firm internationalization, the selection process must be guided by the search of intangibles, inimitable and unique resources, that the board can capitalize on in order to differentiate its potential over competitors.

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