Directors’ role in inter-organizational networks

Abstract

Purpose

This paper aims to investigate if existing theories really explain interlocking directorates in several countries. Literature on interlocking directorates is huge and fragmented. Articles in the principal management and sociological journals easily number in the hundred. However, the question that still remains is if interlocking directorates are firm’s strategic choices or derivate phenomenon whose explanation comes from other drivers underestimated in literature.

Design/methodology/approach

At the aim to fill literature gap, the authors realize a longitudinal and cross-national analysis of existing studies on interlocking directorates.

Findings

The authors investigate if existing literature really explains interlocking directorates. Then, the authors offer new perspective for future researches.

Originality/value

The paper offers new perspectives on interlocking directorates’ explanations.

Citation

Caiazza, R. and Simoni, M. (2015), "Directors’ role in inter-organizational networks", Corporate Governance, Vol. 15 No. 4, pp. 508-516. https://doi.org/10.1108/CG-05-2014-0059