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Tie heterogeneity in networks of interlocking directorates: a cost–benefit approach to firms’ tie choice

Author

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  • Julia Brennecke

    (Swinburne University of Technology)

  • Olaf N. Rank

    (University of Freiburg)

Abstract

This conceptual paper investigates the creation of interlocking directorate ties focusing on firms’ choice between sent, received, and undirected board interlocks. Drawing on a framework on the benefits of board interlocks stemming from resource dependence theory, we synthesize prior research on the consequences of interlocks and demonstrate that each type of interlock goes along with unique knowledge-based, social influence-related, and institutional benefits and costs. We frame tie choice as a strategic decision based on a cost–benefit analysis and suggest that the tie-specific benefits and costs lead to the three types of ties not being equal alternatives. Appealing to specific motives for tie creation, these benefits and costs influence firms’ choice between the three types of interlocks. Our synthesis and cost–benefit analysis contribute to prior research by shedding light on the role of tie heterogeneity as a driver of tie creation as opposed to a factor causing firm-level outcomes. By focusing on content of ties, we extend the typically purely structural research on interlocking directorate networks. We suggest directions for future research and discuss possibilities to empirically validate our propositions on how tie-specific opportunities and constraints will affect tie choice.

Suggested Citation

  • Julia Brennecke & Olaf N. Rank, 2017. "Tie heterogeneity in networks of interlocking directorates: a cost–benefit approach to firms’ tie choice," Business Research, Springer;German Academic Association for Business Research, vol. 10(1), pages 97-122, June.
    • Handle: RePEc:spr:busres:v:10:y:2017:i:1:d:10.1007_s40685-016-0042-7
    DOI: 10.1007/s40685-016-0042-7
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    Cited by:

    1. Battaggion, Maria Rosa & Cerasi, Vittoria, 2020. "Strategic interlocking directorates," Journal of Economic Behavior & Organization, Elsevier, vol. 178(C), pages 85-101.
    2. Maria Rosa Battaggion & Vittoria Cerasi, 2018. "Endogenous interlocking directorates," Working Papers 380, University of Milano-Bicocca, Department of Economics, revised 01 May 2018.
    3. Li, Xiaoqing & Fung, Anna & Fung, Hung-Gay & Qiao, Penghao, 2020. "Directorate interlocks and corporate cash holdings in emerging economies: Evidence from China," International Review of Economics & Finance, Elsevier, vol. 66(C), pages 244-260.
    4. Braun, Matías & Briones, Ignacio & Islas, Gonzalo, 2019. "Interlocking directorates, access to credit, and business performance in Chile during early industrialization," Journal of Business Research, Elsevier, vol. 105(C), pages 381-388.
    5. Bénédicte Brullebaut & Isabelle Allemand & Enrico Prinz & Florence Thépot, 2022. "Persistence in corporate networks through boards of directors? A longitudinal study of interlocks in France, Germany, and the United Kingdom," Review of Managerial Science, Springer, vol. 16(6), pages 1743-1782, August.
    6. Briseño-García, Arturo & William Husted, Bryan & Arango-Herera, Eduardo, 2022. "Do birds of a feather certify together? The impact of board interlocks on CSR certification homophily," Journal of Business Research, Elsevier, vol. 144(C), pages 336-344.

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    More about this item

    Keywords

    Interlocking directorates; Tie creation; Tie content; Resource dependence theory; Cost–benefit analysis;
    All these keywords.

    JEL classification:

    • D85 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Network Formation
    • G30 - Financial Economics - - Corporate Finance and Governance - - - General
    • L14 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - Transactional Relationships; Contracts and Reputation
    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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