Interlocking Directorates: A Strategy for Reducing Environmental Uncertainty

Stakeholder Integration: Building Mutually Enforcing Relationships

“…To handle these problems effectively, organizations are forced to forge links with the critical constituencies in their environment (Bresser & Harl, 1986;Pfeffer, 1972;Selznick, 1949). As Schoorman, Bazerman, and Atkin (1981) observed, "The management of an organization's linkages to financial institutions, suppliers, and customers may be just as crucial to the effectiveness of the total organization as its internal management" (p. 244).…”

Boardroom centrality and firm performance

“…There is an abundance of arguments within organizational sociology and economics on why companies with well-connected boards may benefit from their connections. First, the social capital that is captured by boards' well-connectedness in the network may allow firms to improve the terms of contracts between firms (Schoorman, Bazerman, and Atkin (1981)). Second, because directors have important knowledge and contacts, having a well-connected board may provide better access to such useful knowledge, contacts, and resources, which can benefit firms and particularly those that operate in uncertain business environments (Mol (2001) ;Nicholson, Alexander, and Kiel (2004)).…”

Miary analizy sieciowej w ocenie strategii interlockingu – powiązania rad dyrektorów

“…W pracy przyjmujemy, że podstawową funkcją interlockingu jest redukcja niepewności w otoczeniu [Pfeffer 1972;Pfeffer, Salancik 2003/1978Schoorman, Bazerman, Atkin 1981]. Funkcja ta jest realizowana poprzez dostęp do informacji dzięki połączeniom z radami dyrektorów innych spółek.…”