The Effect of Interlocking Director Network on Corporate Risk Taking: Lessons from China

Abstract

Abstract Using a dataset of Chinese listed companies, this article quantizes the centrality of interlocking director network based on the social network analysis and examines the effect of interlocking director network on corporate risk taking. The empirical results find that when interlocking director networks have a high centrality, network members are more likely to imitate risk-taking behaviors. Marketization and investment opportunities have positive moderating effects, indicating boundary conditions in social network theory.

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