Corporate linkages and organizational environment: A test of the resource dependence model

Boyd, Brian

doi:10.1002/smj.4250110602

Cited by 675 publications

(557 citation statements)

References 28 publications

Supporting

Mentioning

520

Contrasting

Unclassified

Order By: Relevance

“…2005 andAlexander 2006).The increasing recognition that interlocking directorates can aid the transfer of tacit knowledge is based on the idea that directors can provide collective tacit knowledge which is critical to firm performance (Boyd 1990). In addition, notions of network embeddedness are discussed by Granovetter (1985: 484) who highlights the ways in which the economic behaviour of actors (directors) are affected by their relations with other actors.…”

mentioning

confidence: 99%

Knowledge transfer and management in tourism organisations: An emerging research agenda

2009

View full text Add to dashboard Cite

This paper reviews current research on knowledge management and knowledge transfer in the context of innovations. Specific attention is focussed on the integration of management perspectives into tourism research. The paper explores some of the key mechanisms and conduits of knowledge transfer within tourism. In doing so it explores such concepts as interlocking directorships, communities of practice, learning regions and labour mobility. There is also an emerging research agenda on knowledge management within tourism but progress is variable with most research being within the hotel sector, where a range of recent studies have examined aspects of knowledge transfer. The paper also draws attention to the need to give closer attention to the nature of innovations within tourism and to consider these in a knowledge management framework

show abstract

mentioning

confidence: 99%

Knowledge transfer and management in tourism organisations: An emerging research agenda

2009

View full text Add to dashboard Cite

show abstract

“…Em face dessa discussão, vários estudos (Boyd, 1990;Pearce & Zahra, 1992;Daily & Dalton, 1994;Gales & Kensen, 1994Hillman & Dalziel, 2003 têm utilizado a Teoria da administração como fonte de recursos essenciais para a organização.…”

Section: Conselho De Administração E Teoria Da Dependência De Recursosunclassified

Determinantes da formação de board interlocking no mercado de capitais brasileiro

Ribeiro

Colauto

Clemente

2016

REPEC

View full text Add to dashboard Cite

Este artigo tem como objetivo identificar os principais determinantes para a formação de board interlocking no mercado de capitais brasileiro. Como estrutura teórica utiliza a Teoria da Agência e Governança Corporativa, Teoria da Dependência dos Recursos e Conselho de Administração e a Caracterização do Board Interlocking. A amostra compreende 58 empresas brasileiras que participam do Índice Bovespa (Ibovespa). O estudo classifica-se como empírico-analítico. Em relação aos objetivos caracteriza-se como exploratória, quanto aos procedimentos trata-se de uma pesquisa documental. Os dados sobre os Conselhos de Administração foram coletados por meio dos Formulários de Referência, disponibilizados no website da Bolsa de Valores de São Paulo (BM&FBOVESPA). Os resultados encontrados demonstram que a presença de board interlocking é generalizada nessas empresas e normalmente está associada a quatro fatores: (1) formação do grupo econômico; (2) controle governamental; (3) formação de fundos de pensão; e (4) presença de profissionais com reconhecida experiência de mercado. Os resultados também sugerem que os três primeiros fatores originam ligações mais duradouras e dificilmente tais conexões são rompidas. Por outro lado, as ligações realizadas por meio de profissionais com experiência de mercado tendem a ser mais instáveis por ser a presença de tais profissionais muito requisitadas no conselho de diferentes companhias.

show abstract

“…Board members' network embeddedness can have different effects on this assessment. Network embeddedness refers to the extent to which board members are connected to their peers via multiple directorships, thereby connecting the focal company to others (Geletkanycz and Boyd 2011;Boyd 1990). It affects board members' cognition of the corporate context and corporate relations (Shropshire 2010).…”

Section: Network Embeddedness Effects On Discriminationmentioning

confidence: 99%

Beyond human capital explanations for the gender pay gap among executives: investigating board embeddedness effects on discrimination

Oehmichen

Sarry

Wolff

2014

Bus Res

View full text Add to dashboard Cite

This paper examines the gender pay gap in top management teams and how it is affected by directors’ embeddedness. We can reconfirm the result of previous studies that differences in managerial compensation between women and men exist, even after controlling for company properties and human capital attributes. Drawing on the language theory of discrimination, we then question how the embeddedness of directors—the actual deciders on executive compensation levels—affects the pay gap: embeddedness causing homophilous behavior resulting in a higher pay gap or directors using their network as knowledge source and decreasing the pay gap. We find evidence that knowledge effects outweigh potential homophily effects.

show abstract

Corporate linkages and organizational environment: A test of the resource dependence model

Cited by 675 publications

References 28 publications

Knowledge transfer and management in tourism organisations: An emerging research agenda

Knowledge transfer and management in tourism organisations: An emerging research agenda

Determinantes da formação de board interlocking no mercado de capitais brasileiro

Beyond human capital explanations for the gender pay gap among executives: investigating board embeddedness effects on discrimination

Contact Info

Product

Resources

About