Circumstances relating to interlocking directorates in Italy: An exploratory study

Markarian, Garen; Parbonetti, Antonio; Previts, Gary John

doi:10.22495/cocv4i2c1p4

Cited by 2 publications

(1 citation statement)

References 110 publications

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“…In addition, interlocking directorates are analysed frequently as a homogeneous phenomenon, where the existence of shared directors and their number are the characteristics considered for identifying their potential impacts on performance (Barroso et al, 2016;Mazzotta et al, 2017;Tan et al, 2009) and firms' strategies (Chen, 2014). The influences of the specific typologies of these directors who take part in different boards have also been considered, such as interlocking directors with extra-or intra-industry ties McCann, 2016), interlocks linked to banks (Markarian et al, 2006), women holding multiple directorships (Gamba and Goldstein, 2009;Zenou et al, 2012), etc. However, these approaches do not take into consideration the holistic view of this phenomenon that could help to explain some of the incongruent results of previous studies, for example, using an approach that considers a more complete picture of interlocks within the boards.…”

Section: Introductionmentioning

confidence: 99%

The impact of interlocking directorates on innovation: the effects of business and social ties

Hernández‐Lara

Bustos

2019

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Purpose Boards of directors of large companies all over the world frequently have a certain number of shared directors, which can be motivated by social structures that foster different types of links, including investments and vertical relationships. The purpose of this paper is to identify the effects that board interlocking exerts on innovation, considering the different nature of shared directors that finally determines the type of links dominating the boards. Design/methodology/approach Panel regression analyses were conducted using data collected from 69 Spanish listed innovative sector companies during the period 2010–2014, which provided an unbalanced panel of 325 data observations. Findings The results suggested that the typology of interlocks determined their effects on innovation, which had a positive influence when independent and extra-industry directors held multiple directorships, whereas it was negative in the case of intra-industry and women interlocking directors. Practical implications This study provided evidence for the diverse effects of interlocking directorates and contributed to the open debate on the best board composition for improving business innovation, considering the common feature of shared directorships. Originality/value The value of this research was twofold. On the one hand, the study considered a wide typology of interlocking directorates, such as women, affiliated and independent directors, intra- and extra-industry directorships, as well as shared directors from the same country. On the other hand, the effects of these different interlocking directorate typologies were analysed on innovation by considering different innovation indicators.

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Section: Introductionmentioning

confidence: 99%

The impact of interlocking directorates on innovation: the effects of business and social ties

Hernández‐Lara

Bustos

2019

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Corporate environmentalism and value creation: Investigating the role of shared independent directors in green technology adoption and financial performance

Khan,

Fengyun,

Fawad

2024

Corp Soc Responsibility Env

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Using social network theory and resource dependence theory, this study undercovers whether independent directors' interlocks contribute directly to the corporate financial performance of Chinese firms or indirectly through green technology innovation. Furthermore, we scrutinize how the environmental protection management system affects the path between independent directors' interlocks and green technology innovation. Using a sample of 4902 listed firms in China over the period of 2010–2022, the results indicate that firms possess interlocks through their independent directors play a crucial role in fostering performance and developing low‐carbon technologies. With an environmental protection management system, the impact of the independent directors' interlocks on corporate green technology innovation is stronger, indicating the significant role of corporate internal environmental context. This study offers practical implications for firms and policymakers by demonstrating how independent director interlocks can simultaneously advance corporate and national economic and environmental objectives.

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Circumstances relating to interlocking directorates in Italy: An exploratory study

Cited by 2 publications

References 110 publications

The impact of interlocking directorates on innovation: the effects of business and social ties

The impact of interlocking directorates on innovation: the effects of business and social ties

Corporate environmentalism and value creation: Investigating the role of shared independent directors in green technology adoption and financial performance

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