企业连锁董事研究现状及展望
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外国经济与管理 2008 年 第 30 卷第 07 期, 页码：12 - 19
摘要
参考文献
摘要
本文在对国内外学者的连锁董事研究进行梳理的基础上,揭示了现有的连锁董事研究在连锁董事的内涵与作用、存在原因及影响,以及研究方法等方面取得的进展与存在的不足,以期为进一步完善与发展连锁董事研究,特别是为推动我国企业连锁董事的理论研究与实践提供参考。
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[9]Hee-Jung Yeo,Christine Pochet,and Alain Alcouffe.CEOreciprocal interlocks in French corporations[J].Journal of Management and Governance,2003,7:87-108.
[10]Phillip HPhan,Soo Hoon Lee,and Siang Chi Lau.The performanceimpact of interlocking directorates:The case of Singapore[J].Journal of Managerial Issues,2003,15(3):338-352.
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[17]Val Burris.Interlocking directorates and political cohesion among corporate elites[J].American Journal of Sociology,2005,111(1):249-283.
[18]Zajac,E J.Interlocking directorates as aninter-organizational strategy[J].Academy of Management Journal,1988,31:428-438.
[19]Garry Robins,and Malcol m Alexander.Small worlds among interlocking directors:Network structure and distance in bipartite graphs[J].Computational&Mathematical Organizational Theory,2004,10:69-94.
[2]Gwen Moore,Sarah Sobieraj,J Allen Whitt,Olga Mayorova,and Daniel Beaulieu.Elite interlocks in three US sectors:Nonprofit,corporate and government[J].Social Science Quarterly,2002,83(3):726-744.
[3]Schoorman,F D,Bazerman,M H,and Atkin,RS.Interlocking directorates:Astrategyfor reducing environmental uncertainty[J].Academy of Management Review,1981,6:243-251.
[4]Loizos Heracleous,and John Murray.Networks,interlocking directorates and strategy:Toward a theoretical frameworks[J].Asia Pacific Journal of Management,2001,18:137-160.
[5]Sean B O’Hagan,and Milford B Green.Corporate knowledge transfer viainterlocking directorates:Anetwork analysis approach[J].Geoforum,2004,35:127-139.
[6]Richardson,RJ.Directorshipinterlocks and corporate profitability[J].Administrative Science Quarterly,1987,32:367-386.
[7]Fligstein,N,and Brantley,P.Bank control,owner control,or organizational dynamics:Who controls thelarge modern corporation-[J].American Journal of Sociology,1992,98(2):280-307.
[8]Chin-Huat Ong,David Wan,and Kee-Sing Ong.An exploratory study on interlocking directorates in listed firms in Singapore[J].Corporate Governance,2003,11(4):322-334.
[9]Hee-Jung Yeo,Christine Pochet,and Alain Alcouffe.CEOreciprocal interlocks in French corporations[J].Journal of Management and Governance,2003,7:87-108.
[10]Phillip HPhan,Soo Hoon Lee,and Siang Chi Lau.The performanceimpact of interlocking directorates:The case of Singapore[J].Journal of Managerial Issues,2003,15(3):338-352.
[11]Eliezer MFich,and Lawrence J White.Why do CEOs reciprocally sit on each other’s boards-[J].Journal of Corporate Finance,2005,11(1/2):175-195.
[12]Clifford Kono,Donald Pal mer,and Roger Friedland.Lost in space:The geography of corporateinterlocking directorates[J].Amer-ican Journal of Sociology,1998,10(3):863-911.
[13]Santos,Rafael Liza,and da Silveira,Alexandre Di Miceli.Boardinterlockingin Brazil:Directors’participationin multiple compa-nies andits effect on firmvalue[R].SSRN Working Paper,2007.
[14]Brian Uzzi,and James J Gillespie.Knowledge spilloverin corporate financing networks:Embeddedness andthe firm’s debt perform-ance[J].Strategic Management Journal,2002,23(7):595-618.
[15]Fich,E,and A Shivdasani.Are busy boards effective monitors-[J].The Journal of Finance,2006,61(2):689-724.
[16]Marta A Geletkanycz,Brian K Boyd,and Sydney Finkelstein.The strategic value of CEO external directorate networks:Implica-tions for CEOcompensation[J].Strategic Management Journal,2001,22(9):889-898.
[17]Val Burris.Interlocking directorates and political cohesion among corporate elites[J].American Journal of Sociology,2005,111(1):249-283.
[18]Zajac,E J.Interlocking directorates as aninter-organizational strategy[J].Academy of Management Journal,1988,31:428-438.
[19]Garry Robins,and Malcol m Alexander.Small worlds among interlocking directors:Network structure and distance in bipartite graphs[J].Computational&Mathematical Organizational Theory,2004,10:69-94.
引用本文
段海艳, 仲伟周. 企业连锁董事研究现状及展望[J]. 外国经济与管理, 2008, 30(7): 12–19.
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