Interlocking Directorates as An Interorganizational Strategy: A Test of Critical Assumptions
- 1 June 1988
- journal article
- research article
- Published by Academy of Management in The Academy of Management Journal
- Vol. 31 (2), 428-438
- https://doi.org/10.5465/256558
Abstract
The article presents a study which identified some critical assumptions underlying the view that interlocking directorates are vehicles for interorganizational coordination or control. A discussion is presented about types of interdependence and the effects of interdependence on organizational effectiveness. A list is presented of standard industrial classification codes for the firms studied. The author presents a comparison of the frequency of interlocking directorates in best-linked industry with a random sample of industries.Keywords
This publication has 6 references indexed in Scilit:
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