The performance impact of interlocking directorates: the case of Singapore.: An article from: Journal of Managerial Issues

This digital document is an article from Journal of Managerial Issues, published by Pittsburg State University - Department of Economics on September 22, 2003. The length of the article is 6090 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.

From the author: The aim of this article is twofold: (1) to understand the reasons for the prevalence of board interlocks in an Asian emerging economy and (2) to test the impact of interlocking directorates on firm performance. The results indicated that board interlocks were formed mainly within a firm's organizational field (i.e., organizations with which the firm does business). A positive and significant relationship between inter-industry interlocks and firm performance was found, implying that such interlocks are a tool for resource acquisition, supporting Pfeffer and Salancik's (1978) theory of resource dependence as it is applied to board interlocks.

Citation Details
Title: The performance impact of interlocking directorates: the case of Singapore.
Author: Phillip H. Phan
Publication:Journal of Managerial Issues (Refereed)
Date: September 22, 2003
Publisher: Pittsburg State University - Department of Economics
Volume: 15 Issue: 3 Page: 338(16)

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