Letteratura di riferimento sull' "Interlocking directorship"
Croci, E., & Grassi, R. (2013), The economic effect of interlocking directorates in Italy: New evidence using centrality measures. Computational and Mathematical Organization Theory, DOI 10.1007/s10588-013-9154-1
De, B. (2003). The incidence, performance effects of interlocking directorates in emerging market business groups: evidence from India. Working Paper, Indira Gandhi Institute of Development Research.
Di Pietra, R., Grambovas, C. A., Raonic, I. & Riccaboni, A. (2008). The effects of board size and ‘busy’ directors on the market value of Italian companies. Journal of Management and Governance, 12(1), 73–91.
Fich, E., & Shivdasani, A. (2006), Are busy boards effective monitors? The Journal of Finance 61:624–689.
Hallock K. F. (1997), Reciprocally interlocking boards of directors and executive compensation. The Journal of Financial and Quantitative Analysis, 32(3), 331–344.
Haunschild, R., & Beckman, C. M. (1998). When do interlocks matter? Alternate sources of information, interlock influence. Administrative Science Quarterly, 43, 815–844.
Kaczmarek, S. P., Kimino, S., & Pye, A. J. (2012). Interlocking directorships and firm performance in the highly regulated sectors: The moderating impact of board diversity. Journal of Management and Governance, DOI 10.1007/s10997-012-9228-3.
Khanna, T., & Rivkin, J. W. (2006). Interorganizational ties and business group boundaries: Evidence from an emerging economy, Organization Science, 17(3), 333–352.
Kiel, G. C., & Nicholson, G. J. (2006). Multiple directorships and corporate performance in Australian listed companies. Corporate Governance: An International Review, 14(6), 530–546.
Koenig, T., & Gogel, R. (1981). Interlocking corporate directorships as a social network. American Journal of Economics and Sociology, 40, 37–50.
Koenig, T., Gogel, R., & Sonquist, J., (1979). Models of the significance of interlocking corporate directorates. American Journal of Economics, Sociology, 38, 173–186.
Loderer, C., & Peyer, U. (2002). Board overlap, seat accumulation and share prices. European Financial Management, 8, 165–192.
Mace, M. (1971). Directors: Myth and Reality. Boston: Graduate School of Business Administration, Harvard University.
Maman, D. (1999). Interlocking ties within business groups in Israel – A longitudinal analysis, 1974-1987. Organization studies, 20, 323–339.
Maman, D. (2000). Who accumulates directorships of big business firms in Israel: Organizational structure, social capital and human capital. Human Relations, 53(5), 603–629.
Meeusen, W., & Cuyvers, L., (1985). The interaction between interlocking directorships, the economic behaviour of companies. In Stokman, F. N., Ziegler, R., Scott, J. (Eds.). Networks of corporate power: a comparative analysis of ten countries. Polity Press: Oxford.
Mizruchi, M. S., (1996). What do interlocks do? An analysis, critique, and assessment of research on interlocking directorates. Annual Review of Sociology, 22, 271–298.
Ong, C., Wan, D., & Ong, K. (2003). An exploratory study on Interlocking Directorates in Listed Firms in Singapore. Corporate Governance: An International Review, 11(4): 322-334.
Pfeffer, J. (1972). Size and composition of corporate boards of directors. Administrative Science Quarterly, 17, 218–228.
Pfeffer, J., & Salancik, G. R. (1977). Who gets power – and how they hold on to it: A strategic contingency model of power, Organizational Dynamics, 5(3): 2–21.
Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective, Harper & Row, New York, NY.
Phan, P. H., Lee, S. H., & Lau, S. C. (2003). The performance impact of interlocking directorates: The case of Singapore. Journal of Managerial Issues, 15, 338–352.
Rommens, A., Cuyvers, L., & Deloof, M. (2007), Interlocking directorates and business groups: Belgian evidence, http://hdl.handle.net/10067/663580151162165141.
Schoorman, F. D., Bazerman, M. H., & Atkin, R. S. (1981). Interlocking directorates: A strategy for reducing environmental uncertainty, Academy of Management Review, 6, 243–251.
Shropshire, C. (2010). The role of the interlocking director and board receptivity in the diffusion of practices. Academy of Management Review, 35, 246–264.
Silva, F., Majluf, N., & Paredes, R. D. (2006). Family ties, interlocking directorates, performance of business groups in emerging countries: The case of Chile. Journal of Business Research, 59, 315–321.
Yeo, H. Y., Pochet, C. & Alcouffe, A. (2003), CEO Reciprocal Interlocks in French Corporations. Journal of Management and Governance, 7(1), 87–108.
Yiu, D., Bruton, G., & Lu, Y. (2005). Understanding business group performance in an emerging economy: Acquiring resources and capabilities in order to prosper. Journal of Management Studies, 42, 183–206.