Interlocking Directorates as an Interorganizational Strategy: A Test of Critical Assumptions
Edward J. Zajac, Academy of Management Journal 1988, Vol. 31, No. 2 428-438

This study identified some critical assumptions underlying the view that interlocking directorates are vehicles for intraorganizational coordination or control and examined them in a two-stage emperical analysis of interlocks among competing firms. The study (1) reexamined---on a disaggregated firm-by-firm basis---data previously used to identify interlocks between firms in the same industry and (2) constructed a baseline for assessing the significance of the incidence of interloking among competitors.

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