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Interlocking directorates and dynamic corporate performance : the roles of centrality, structural holes and number of connections in social networks

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dc.contributor.author Wang, Wei-Kang
dc.contributor.author Lu, Wen-Min
dc.contributor.author Kweh, Qian Long
dc.contributor.author Nourani, Mohammad
dc.contributor.author Hong, Rong-Suei
dc.date.accessioned 2020-01-23T12:09:57Z
dc.date.available 2020-01-23T12:09:57Z
dc.date.copyright 2019 en_US
dc.date.issued 2019
dc.identifier.citation Wang, W.-K., Lu, W.-M., Kweh, Q. L., Nourani, M., & Hong, R.-S. (2019). Interlocking directorates and dynamic corporate performance: The roles of centrality, structural holes and number of connections in social networks. Review of Managerial Science. https://doi.org/10.1007/s11846-019-00347-2 en_US
dc.identifier.issn 18636683
dc.identifier.uri http://dx.doi.org/10.1007/s11846-019-00347-2
dc.identifier.uri http://hdl.handle.net/20.500.12519/21
dc.description This article is not available at CUD collection. The version of scholarly record of this Article is published in Review of Managerial Science (2019), available online at: https://doi.org/10.1007/s11846-019-00347-2. en_US
dc.description.abstract This study investigates how interlocking directorates affect dynamic corporate performance among 187 Taiwanese electronics companies during a 3 year sampling period (2013–2015). This study consists of two stages. First, this study measures the operational efficiency of electronics companies using the dynamic slacks-based measure model of data envelopment analysis. Second, this study adopts a truncated-regression model with bootstrap to examine the impacts of interlocking directorates on dynamic corporate performance. The empirical findings of this study indicate that centrality (direct connections), structural holes (indirect connections), and the number of connections (total connections) related to interlocking directorates have significant positive influences on the dynamic corporate performance of Taiwanese electronics companies. The results suggest that more interlocks at the board level leads to better corporate performance over a long-term period. Overall, this study uses social network analysis to shed light on the role of interlocking directorates and its importance to dynamic corporate performance from the resource dependence perspective. © 2019, Springer-Verlag GmbH Germany, part of Springer Nature. en_US
dc.description.sponsorship Ministry of Science and Technology, Taiwan en_US
dc.language.iso en en_US
dc.publisher Springer Verlag en_US
dc.relation Authors Affiliations: Wang, W.-K., Department of Accounting, Yuan Ze University, 135 Yuan-Tung Road, Chung-Li, Taiwan; Lu, W.-M., Department of Financial Management, National Defense University, No. 70, Sec. 2, Zhongyang North Rd., Beitou, Taipei, 112, Taiwan; Kweh, Q.L., Faculty of Management, Canadian University Dubai, P.O. Box 117781, 1st Interchange, Sheikh Zayed Road, Dubai, United Arab Emirates; Nourani, M., School of Management, Universiti Sains Malaysia, Penang, 11800, Malaysia; Hong, R.-S., Department of Accounting, Yuan Ze University, 135 Yuan-Tung Road, Chung-Li, Taiwan
dc.relation.ispartofseries Review of Managerial Science;
dc.rights Permission to reuse the abstract has been secured from Springer Verlag.
dc.subject Corporate performance en_US
dc.subject Data envelopment analysis en_US
dc.subject Dynamic slacks-based measure en_US
dc.subject Interlocking directorates en_US
dc.subject Social network en_US
dc.title Interlocking directorates and dynamic corporate performance : the roles of centrality, structural holes and number of connections in social networks en_US
dc.type Article en_US
dc.rights.holder Copyright : 2019 Springer-Verlag GmbH Germany, part of Springer Nature.


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