Are American Interlocking Directorates Associated with Brain Circulation and do They Translate into Higher Corporate Performance

Bibliographic Data

ID4491430
AuthorsSean O''Hagan, Sean O'Hagan (Nipissing University, North Bay, Ontario, Canada), Sean O’hagan (Nipissing University, corresponding author)
Year2015
Volume105
Issue3
Pages344-359
Publication date2015-07-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueGeographical Review (JOURNAL)
Journal identifiersISSN: 0016-7428 • E-ISSN: 1931-0846
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1111/j.1931-0846.2015.12075.x
OpenAlexW1801439959
LanguageEN
Citations received2
References cited34

This study explores interlocking directorates, with specific focus on those connections when a director sits as an inside director for an American corporation and an outside director for firm located outside of North America. The goal of this study is to explore the spatial relationship between the personal histories of directors and the headquarter's location of the corporate boards on which they sit. First, it was found that a geographical relationship in the interlocking network of American companies exists. Second, it was determined that domestic personal histories played a significant role as 96.5 percent of directors attended a university in the United States and 93.4 percent directors were born there. When North American universities and North American births were deleted from the sample, a geographical pattern also emerges for Asian firms. Finally, the study found that the lone region that consistently displayed greater firm performance where a director's personal history and the interlocked company were the same as Asia

Business · Corporation · Economic geography · Economics · Geography · Interlocking · Management · Sample (material · Corporate Finance and Governance · Elite Sociology and Global Capitalism · Engineering · Finance · Social and Cultural Dynamics

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