Board Interlocks and Firm Performance: Toward a Combined Agency–Resource Dependence Perspective
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DEBORAH E. RUPP JOURNAL OF MANAGEMENTSummary: This study develops a combined agency–resource dependence perspective and applies it to the study of interlocking directorates. It suggests that interlocking directorates may exert either a positive or a negative effect on subsequent firm performance, depending on the firm’s relative resources, power imbalance, ownership concentration, and CEO ownership. A test on a sample of 145 Italian companies provides support for hypothesized effects. This study suggests that integrating agency and resource dependence theories provides a higher-order explanation of firm performance and helps advance both agency and resource dependence theories.
| Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
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Journal Article
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Main Library | Vol 44, Issue 2/ 5558626JA8 (Browse shelf(Opens below)) | Available | 5558626JA8 | |||||
Journals and Periodicals
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Main Library On Display | Journal/MGT/Vol 44, Issue 2/5558626 (Browse shelf(Opens below)) | Vol 44, Issue 2 (03/03/2018) | Not for loan | February, 2018 | 5558626 |
This study develops a combined agency–resource dependence perspective and applies it to the study of interlocking directorates. It suggests that interlocking directorates may exert either a positive or a negative effect on subsequent firm performance, depending on the firm’s relative resources, power imbalance, ownership concentration, and CEO ownership. A test on a sample of 145 Italian companies provides support for hypothesized effects. This study suggests that integrating agency and resource dependence theories provides a higher-order explanation of firm performance and helps advance both agency and resource dependence theories.
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