Interlocking Directorates as an Interorganizational Strategy: A Test of Critical Assumptions, Academy of Management Journal
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.
Zajac, Edward. 1988. Interlocking Directorates as an Interorganizational Strategy: A Test of Critical Assumptions. Academy of Management Journal. 31(2): 428-438.