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.authorWang, Wei-Kang
dc.contributor.authorLu, Wen-Min
dc.contributor.authorKweh, Qian Long
dc.contributor.authorNourani, Mohammad
dc.contributor.authorHong, Rong-Suei
dc.date.accessioned2020-01-23T12:09:57Z
dc.date.available2020-01-23T12:09:57Z
dc.date.copyright2019en_US
dc.date.issued2021
dc.descriptionThis article is not available at CUD collection. The version of scholarly record of this article is published in Review of Managerial Science (2021) available online at: https://doi.org/10.1007/s11846-019-00347-2en_US
dc.description.abstractThis 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.sponsorshipMinistry of Science and Technology, Taiwanen_US
dc.identifier.citationWang, W.-K., Lu, W.-M., Kweh, Q. L., Nourani, M., & Hong, R.-S. (2021). Interlocking directorates and dynamic corporate performance: The roles of centrality, structural holes and number of connections in social networks. Review of Managerial Science, 15(2), 437–457. https://doi.org/10.1007/s11846-019-00347-2en_US
dc.identifier.issn18636683
dc.identifier.urihttps://doi.org/10.1007/s11846-019-00347-2
dc.identifier.urihttp://hdl.handle.net/20.500.12519/21
dc.language.isoenen_US
dc.publisherSpringer Verlagen_US
dc.relationAuthors 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.ispartofseriesReview of Managerial Science;
dc.rightsPermission to reuse the abstract has been secured from Springer Verlag.
dc.rights.holderCopyright : 2019 Springer-Verlag GmbH Germany, part of Springer Nature.
dc.subjectCorporate performanceen_US
dc.subjectData envelopment analysisen_US
dc.subjectDynamic slacks-based measureen_US
dc.subjectInterlocking directoratesen_US
dc.subjectSocial networken_US
dc.titleInterlocking directorates and dynamic corporate performance : the roles of centrality, structural holes and number of connections in social networksen_US
dc.typeArticleen_US

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