Board Interlocks and Firm Performance Toward a Combined Agency–Resource Dependence Perspective

Volume: 44, Issue: 2, Pages: 589 - 618
Published: Feb 1, 2018
Abstract
This study develops a combined agency–resource dependence perspective and applies it to the study of interlocking directorates. It suggests that interlocking directorates may exert either a positive or a negative effect on subsequent firm performance, depending on the firm’s relative resources, power imbalance, ownership concentration, and CEO ownership. A test on a sample of 145 Italian companies provides support for hypothesized effects. This...
Paper Details
Title
Board Interlocks and Firm Performance Toward a Combined Agency–Resource Dependence Perspective
Published Date
Feb 1, 2018
Volume
44
Issue
2
Pages
589 - 618
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