ABSTRACT Extending Resource Dependence and Situated Learning Theory, this study examines how environmental innovation emerges from the interdependent alignment of boards, CEOs, and owners. We contend that the board fulfills a critical service role by deploying its social capital across two dimensions: external ties that provide access to outside resources, and internal ties that strengthen relationships among directors, promoting learning within the board. Using fuzzy‐set Qualitative Comparative Analysis on 67 Spanish listed firms, we identify three distinct governance archetypes driving high environmental innovation: ambidextrous boards , bridging boards , and bonding boards . Our findings reveal that while board social capital is essential, its impact is shaped by complementary and substitutive effects with CEO entrenchment and ownership structure. This research advances a ‘constellation’ perspective, providing managers with actionable, equifinal pathways to orchestrate heterogeneous governance mechanisms for sustainable environmental success.
Barroso‐Castro et al. (Sun,) studied this question.