Boardroom centrality and firm performanceDavid F. Larcker, Eric C. So, Charles C. Y. Wang2013-02-04articleJournal of Accounting and Economics726 citationsgreenNo readable copy stored yet — this record is metadata only.Corporate Finance and GovernanceFinancial Markets and Investment StrategiesPolitical Influence and Corporate StrategiesAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 726 citations exist upstream.References1988Social Capital in the Creation of Human Capital2011External Control of Organizations: Resource Dependence Perspective2003Corporate Governance and Equity Prices1999Corporate governance, chief executive officer compensation, and firm performance2008What Matters in Corporate Governance?1993Robust Action and the Rise of the Medici, 1400-14342007Whom You Know Matters: Venture Capital Networks and Investment Performance2004Social Interaction and Stock‐Market ParticipationCited by2015… and the Cross-Section of Expected Returns2015CEO network centrality and merger performance2014Audit committee financial expertise and earnings management: The role of status2013Are busy boards detrimental?2011Do Better-Connected CEOs Innovate More?2017Female directors, board committees and firm performance2011Properties of implied cost of capital using analysts’ forecasts2013Network Ties Among Low-Tax Firms