Interlocking Directorates: An Interorganizational Review.
Rept. for 1 Apr 76-1 Aug 77,
CARNEGIE-MELLON UNIV PITTSBURGH PA GRADUATE SCHOOL OF INDUSTRIAL ADMINISTRATION
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This paper reviews the literature on interlocking directorates for coordinating organizations which are horizontally competitors and vertically buyers and sellers interdependent. The review develops and interorganizational framework, specifies relevant dimensions of interlocking directorages e.g. directionality, strength, directness and simultaneity and scrutinizes available literature on the relationships between interdependence, interlocking directorates and organizational effectiveness. The literature reveals inconsistent but generally weak relationships between these aspects. Several hypotheses are developed to provide more specific answers on the relationship between interlocking directorates and organizational effectiveness, that currently are being tested empirically. Author
- Administration and Management