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An Exploratory Study on Interlocking Directorates in Listed Firms in Singapore

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  • Chin‐Huat Ong
  • David Wan
  • Kee‐Sing Ong

Abstract

Interlocking directorates is not a recent phenomenon in Singapore. In any country where a substantial proportion of commercial and industrial activities are undertaken by corporations, the importance of the role played by board interlocks should not be ignored. This study examines the structure of interlocking directorates among 295 listed companies in Singapore. The objective is to explore whether firm size, financial connections, debt and corporate performance affect board interlocks. Using ten independent variables, we found that market capitalisation, board size, total assets, return on assets, return on sales, profit before tax and nature of the company (financial or non‐financial) are significantly correlated with board interlocks. This lends support to the Bank Control Theory and Resource Dependency Theory. The findings are consistent with those of the United States and Australia.

Suggested Citation

  • Chin‐Huat Ong & David Wan & Kee‐Sing Ong, 2003. "An Exploratory Study on Interlocking Directorates in Listed Firms in Singapore," Corporate Governance: An International Review, Wiley Blackwell, vol. 11(4), pages 322-334, October.
    • Handle: RePEc:bla:corgov:v:11:y:2003:i:4:p:322-334
    DOI: 10.1111/1467-8683.00330
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    Cited by:

    1. Lu, Yun & Ntim, Collins G. & Zhang, Qingjing & Li, Pingli, 2022. "Board of directors’ attributes and corporate outcomes: A systematic literature review and future research agenda," International Review of Financial Analysis, Elsevier, vol. 84(C).
    2. Weizhang Sun & Xuan Li & Yanli Geng & Jinfeng Yang & Yifei Zhang, 2020. "Board interlocks and the diffusion of CSR reporting practices: The role of market development," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 27(3), pages 1333-1343, May.
    3. Yang, Chang & Chen, Xin & Chen, Xian, 2021. "Vertical interlock and stock price crash risk," Pacific-Basin Finance Journal, Elsevier, vol. 68(C).
    4. Andrew J. Ward & Daniel C. Feldman, 2008. "Survival of the Embedded: Expelling and Embedding Forces on Members of the Corporate Elite," Corporate Governance: An International Review, Wiley Blackwell, vol. 16(3), pages 239-251, May.
    5. Pawlak Marek, 2010. "An interlocking-directorates monitoring system," Journal for Perspectives of Economic Political and Social Integration, Sciendo, vol. 16(1-2), pages 121-154, January.
    6. Abdelrhman Yusuf & Mohamed Sherif, 2020. "All on Board? New Evidence on Board Characteristics from a Large Panel of UK FTSE Indices," Sustainability, MDPI, vol. 12(13), pages 1-26, July.
    7. Mohammad Fuad & Ashutosh Kumar Sinha, 2018. "Entry-timing, business groups and early-mover advantage within industry merger waves in emerging markets: A study of Indian firms," Asia Pacific Journal of Management, Springer, vol. 35(4), pages 919-942, December.
    8. Chen Chen & David K. Ding & William R. Wilson, 2021. "The Old Boys Club in New Zealand Listed Companies," JRFM, MDPI, vol. 14(8), pages 1-21, July.
    9. Sankowska, Anna & Siudak, Dariusz, 2016. "The small world phenomenon and assortative mixing in Polish corporate board and director networks," Physica A: Statistical Mechanics and its Applications, Elsevier, vol. 443(C), pages 309-315.
    10. Khondkar E. Karim & Jiayan Li & Karen Jingrong Lin & Ashok Robin, 2022. "Do directors have style? Board interlock and accounting properties," Journal of Business Finance & Accounting, Wiley Blackwell, vol. 49(1-2), pages 3-32, January.
    11. Kang, Eugene & Ding, David K. & Charoenwong, Charlie, 2010. "Investor reaction to women directors," Journal of Business Research, Elsevier, vol. 63(8), pages 888-894, August.
    12. Xin Chen & Chang Yang, 2021. "Vertical interlock and the value of cash holdings," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 61(1), pages 561-593, March.
    13. Szymon Kaczmarek & Satomi Kimino & Annie Pye, 2014. "Interlocking directorships and firm performance in highly regulated sectors: the moderating impact of board diversity," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 18(2), pages 347-372, May.
    14. ROMMENS, An & CUYVERS, Ludo & DELOOF, Marc, 2007. "Interlocking directorates and business groups: Belgian evidence," Working Papers 2007023, University of Antwerp, Faculty of Business and Economics.
    15. Aylin Ataay, 2016. "Roles of Interlocking Directorates in an Emerging Country: Control and Coordination in Family Business Groups," Eurasian Journal of Business and Management, Eurasian Publications, vol. 4(2), pages 106-116.

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