Interlocking Directorates: An Interorganizational Review.

Abstract

This paper reviews the literature on interlocking directorates for coordinating organizations which are horizontally (competitors) and vertically (buyers and sellers) interdependent. The review develops and interorganizational framework, specifies relevant dimensions of interlocking directorages (e.g. directionality, strength, directness and simultaneity) and scrutinizes available literature on the relationships between interdependence, interlocking directorates and organizational effectiveness. The literature reveals inconsistent but generally weak relationships between these aspects. Several hypotheses are developed to provide more specific answers on the relationship between interlocking directorates and organizational effectiveness, that currently are being tested empirically. (Author)

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Document Details

Document Type
Technical Report
Publication Date
Dec 15, 1977
Accession Number
ADA050959

Entities

People

  • Johannes M. Pennings

Organizations

  • Carnegie Mellon University

Tags

Communities of Interest

  • Biomedical
  • Energy and Power Technologies
  • Human Systems
  • Space

DTIC Thesaurus Topics

  • Business Administration
  • California
  • Finance
  • Governments
  • Human Resources
  • Military Research
  • Money
  • Naval Personnel
  • New York
  • Organizational Structure
  • Psychology
  • Public Administration
  • Public Policy
  • Resource Management
  • Social Psychology
  • Sociology
  • War Colleges

Readers

  • Geotechnical Engineering.
  • Team-Based Human-Centered Cognitive Task Decision Making and Information Performance.
  • Theoretical Analysis.