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Interlocking directorships and firm performance in highly regulated sectors: The moderating impact of board diversity

Kaczmarek, Szymon; Kimino, Satomi; Pye, Annie

Authors

Szymon Kaczmarek

Dr Satomi Kimino S.Kimino@hull.ac.uk
Lecturer in International Business and Programme Director BA International Business

Annie Pye



Abstract

Interlocking directorships are a pervasive element of the corporate landscape. Academic literature documents many examples of spreading business practices and strategic outcomes through this form of inter-organizational connectedness. Yet, the findings on the long debated relationship between interlocking ties and firm performance remain mixed. In this study, we provide an analysis of this relationship on the basis of a sample of UK-listed financial and utility companies across a 10 year period. Our findings provide support to the busyness hypothesis of interlocking and indicate that when used in excess, interlocking is likely to compromise the attention of directors on the focal company board. Moreover, in reconciliation of the competing views of the resource-dependence and agency theory, we propose a contingency-based model of interlocking with board diversity as a moderator of the baseline interlocking-firm performance relationship. Our results render support to the assertion that the potential for dissemination of ideas and innovations resides in the interlocking ties. However, boards need to be receptive to that knowledge exchange for this transfer to take place and this process may be facilitated by the level of and changes in board diversity. This study contributes to research into the consequences and implications of interlocking directorships and demonstrates that the search for the moderating and mediating variables represents a step in the right direction. © 2012 Springer Science+Business Media, LLC.

Journal Article Type Article
Publication Date 2014-05
Journal Journal of Management and Governance
Print ISSN 1385-3457
Publisher Springer Verlag
Peer Reviewed Peer Reviewed
Volume 18
Issue 2
Pages 347-372
APA6 Citation Kaczmarek, S., Kimino, S., & Pye, A. (2014). Interlocking directorships and firm performance in highly regulated sectors: The moderating impact of board diversity. Journal of Management and Governance, 18(2), 347-372. https://doi.org/10.1007/s10997-012-9228-3
DOI https://doi.org/10.1007/s10997-012-9228-3
Keywords Agency theory; Board diversity; Firm performance; Interlocking directorships; Resource-dependence theory
Publisher URL https://link.springer.com/article/10.1007%2Fs10997-012-9228-3