Defining the Social Capital of the Board of Directors: An Exploratory Study
Nicholson, Gavin J., Alexander, Malcolm, & Kiel, Geoffrey C. (2004) Defining the Social Capital of the Board of Directors: An Exploratory Study. Journal of Australian New Zealand Academy of Management (JANZAM), 10(1), pp. 54-72.
This paper advances the resource dependence and social networks literature by investigating a board’s structural social capital created as a consequence of interlocking directorates. Using approaches and measures developed by social network analysis we compare the interpersonal directorship networks of the top 250 companies in the United States and Australia. We find that the smaller, sparser Australian network is only marginally less compact and connected than the larger US network at the firm level of analysis. However, at the director level of analysis the US network is much larger and more connected than its Australian counterpart. As a result, we argue that scholars studying the resource dependence role of boards should consider using measures of interpersonal links as well as traditional measures of inter-firm links.
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|Item Type:||Journal Article|
|Keywords:||Boards of directors, corporate governance, social capital, network analysis|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Business and Management not elsewhere classified (150399)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
|Copyright Owner:||Copyright 2004 eContent Management|
|Copyright Statement:||Reproduced in accordance with the copyright policy of the publisher.|
|Deposited On:||24 Oct 2006|
|Last Modified:||29 Feb 2012 13:23|
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