TITLE

Networks, Interlocking Directors and Strategy: Toward a Theoretical Framework

AUTHOR(S)
Heracleous, Loizos; Murray, John
PUB. DATE
June 2001
SOURCE
Asia Pacific Journal of Management;June2001, Vol. 18 Issue 2, p137
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
Focuses on the growing importance of inter-organizational networks research in corporate governance. Effect of network participation on organizational performance; Role of interlocking directors in different types of networks; Development of a typology of inter-organizational networks.
ACCESSION #
6997411

 

Related Articles

  • Interlocking Directorates as Corporate Governance in Third World Multinationals: Theory and Evidence from Thailand. Peng, Mike W. // Asia Pacific Journal of Management;June2001, Vol. 18 Issue 2, p161 

    Focuses on the paucity of corporate governance research among multinational enterprises (MNE) in Thailand. Patterns of interlocking directorates; Comparison between the network attributes in MNE and non-MNE; Strategic actions undertaken by organizations.

  • Corporate Governance Networks and Interlocking Directorates in the Czech Republic. Nowak, OndÅ™ej // World Academy of Science, Engineering & Technology;2012, Issue 71, p1203 

    This paper presents an exploration into the structure of the corporate governance network and interlocking directorates in the Czech Republic. First a literature overview and a basic terminology of the network theory is presented. Further in the text, statistics and other calculations relevant...

  • The Comparison of Graph Partitioning Methods on Interlocking Directorates Network in Two-Tier Corporate Governance System. Nowak, Ondrej; Kubicek, Ales; Hnilica, Jiri // World Applied Sciences Journal;2014, Vol. 31 Issue 1, p31 

    Since board members are indirectly nominated as representatives of shareholders, companies sharing a board member may have something in common. This may include ownership structure, business groups or other forms of business cooperation. This paper introduces prerequisites to the analysis of...

  • Board of Director Contacts and Implications for Firm Performance. Smith, Kevin J. // Annual International Conference on Enterprise Marketing & Global;2015, p137 

    Boards of directors are considered the pinnacle of corporate governance and directors can provide a wealth of knowledge and resonrces to the companies they serve. Personal connections among company directors are regarded as an important phenomenon which can be used to access and mobilise...

  • Bruce Kogut (ed.): The Small Worlds of Corporate Governance. Mizruchi, Mark S. // Administrative Science Quarterly;Dec2015, Vol. 60 Issue 4, pNP57 

    No abstract available.

  • DIRECTOR INTERLOCKS AND SPILLOVER EFFECTS OF REPUTATIONAL PENALTIES FROM FINANCIAL REPORTING FRAUD. KANG, EUGENE // Academy of Management Journal;Jun2008, Vol. 51 Issue 3, p537 

    I examined the spillover of reputational penalties between firms in the context of financial reporting fraud. Drawing from signaling and attribution theories, I used financial event study methodology and found significant reputational penalties in 45 (18.4%) out of 244 firms with director...

  • Interlocking Directorships and Cross-Shareholdings Among Italian Blue Chips. Drago, Carlo; Manestra, Stefano; Santella, Paolo // European Business Organization Law Review;Dec2011, Vol. 12 Issue 4, p619 

    We contribute to the literature on cross-shareholdings and board interlocks in Italy which finds possible evidence of enlarged collusion, that is, collusion established through board interlocks among companies that do not necessarily operate in the same business sector. We focus on Italian blue...

  • The Performance Impact Of Interlocking Directorates: The Case of Singapore. Phan, Philip H.; Soo Hoon Lee; Siang Chi Lau // Journal of Managerial Issues;Fall2003, Vol. 15 Issue 3, p338 

    Explains the reasons for the prevalence of board interlocks in an Asian emerging economy. Relationship between inter-industry interlocks and firm performance; Theories of interlocking directorates; Conclusions.

  • More Than Adopters: Competing Influences in the Interlocking Directorate. Connelly, Brian L.; Johnson, Jonathan L.; Tihanyi, Laszlo; Ellstrand, Alan E. // Organization Science;May/Jun2011, Vol. 22 Issue 3, p688 

    This study explores the competing influences of different types of board interlocks on diffusion of a strategic initiative among a population of firms. We examine a broad social network of interlocking directors in U.S. firms over a period of 17 years and consider the likelihood that these firms...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics