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Interlocking Directorates and Business Groups: Belgian Evidence
16 references·0 citing·47 second hop
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this work references cited by second hop

References

  • 2000Is Group Affiliation Profitable in Emerging Markets? An Analysis of Diversified Indian Business Groups2,588 cited
  • 1997Why Focused Strategies May Be Wrong for Emerging Markets2,452 cited
  • 1974Strategy, structure, and economic performance2,370 cited
  • 1996What Do Interlocks Do? An Analysis, Critique, and Assessment of Research on Interlocking Directorates1,782 cited
  • 1997Internal Capital Markets and the Competition for Corporate Resources1,779 cited
  • 2003Too Busy to Mind the Business? Monitoring by Directors with Multiple Board Appointments1,481 cited
  • 1999CEO Involvement in the Selection of New Board Members: An Empirical Analysis1,297 cited
  • 2012Are Busy Boards Effective Monitors?1,051 cited
  • 1998When Do Interlocks Matter?: Alternate Sources of Information and Interlock Influence751 cited
  • 1994Internal versus External Capital Markets664 cited
  • 1999Cooperative or Controlling? The Effects of CEO-Board Relations and the Content of Interlocks on the Formation of Joint Ventures570 cited
  • 1997Reciprocally Interlocking Boards of Directors and Executive Compensation558 cited
  • 2000Stock Pyramids, Cross-Ownership, and Dual Class Equity: The Mechanisms and Agency Costs of Separating Control from Cash-Flow Rights540 cited
  • 1996Director Reputation, CEO-Board Power, and the Dynamics of Board Interlocks

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474 cited
  • 1988A Longitudinal Study of the Formation of Interlocking Directorates467 cited
  • 2003Corporate diversification and shareholder value: a survey of recent literature429 cited
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