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Inter-Board Coordination Through Shared Directors

In: Inter-firm Networks

Author

Listed:
  • Lucio Biggiero

    (University of L’Aquila)

  • Robert Magnuszewski

    (University of L’Aquila)

Abstract

Branded with the name of interlocking directorate, this type of coordination through shared directors between firms’ boards has been traditionally the main field of study of strategic alliances and corporate governance (see literature review in Chap. 2 ). In our study, we found that albeit strategically more important than inter-departmental interlocks, and perhaps just because of that, this type of coordination is scarcer and concerns only 11% of all shared positions, therefore, placed after the DINT analysis. This chapter presents the same structure as the previous one by first dealing with the statistical analysis of companies' distribution and then correlation analysis between economic size attributes and centrality indexes. Then, we proceed with the analysis of EASINEASIN and EASIN + NEIGH with respect to the whole network and its main componentComponent Main Component (MC), followed by the inter-sectors and inter-country networks analysis. Next, clusters and cliques analyses follow. Finally, heavy-tailHeavy-tail , key-players (bridging companies), and assortativityAssortativity analyses close the chapter.

Suggested Citation

  • Lucio Biggiero & Robert Magnuszewski, 2023. "Inter-Board Coordination Through Shared Directors," Relational Economics and Organization Governance, in: Inter-firm Networks, chapter 0, pages 165-207, Springer.
    • Handle: RePEc:spr:recchp:978-3-031-17389-9_6
    DOI: 10.1007/978-3-031-17389-9_6
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