(searched for: doi:10.1177/08997640211057452)
Nonprofit and Voluntary Sector Quarterly, Volume 52, pp 196-221; https://doi.org/10.1177/08997640211067519
A board interlock creates interorganizational networks where organizations are interconnected via overlapping board of directors. Board interlock is important for nonprofits because of its potential to impact organizational performance through the flow of information, resources, and status. While much is known about the consequences of board interlock, little is known about the mechanisms underlying its antecedents. This study explores three types of predictors of board interlock: organizational, dyadic, and structural characteristics. Inferential network analysis of a 17-year-period panel of nonprofits demonstrates that network relationships are shaped by the existing network structures, such as the tendency for preferential attachment (e.g., a social preference to connect with those who are already well connected) and transitivity (e.g., a social preference to connect with friends of friends). Findings inform nonprofit leaders about how to bridge to a board interlock network by recruiting well-connected board members serving on multiple boards.