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Cited by

• 2005Back Door Links between Directors and Executive Compensation100 cited
• 2020The Importance of Director External Social Networks to Stock Price Crash Risk*92 cited
• 2008Board Interlocks and the Propensity to be Targeted in Private Equity Transactions79 cited
• 2012What Are Friends for? CEO Networks, Pay and Corporate Governance53 cited
• 2020Paying by Donating: Corporate Donations Affiliated with Independent Directors48 cited
• 2019Director networks, turnover, and appointments42 cited
• 2024Director networks and firm value39 cited
• 2020The influence of board interlocks on firm performance: In the context of geographic diversification in the restaurant industry34 cited
• 2017Director interlocks and spillover effects of board monitoring: evidence from regulatory sanctions32 cited
• 2013The retention of directors on the audit committee following an accounting restatement32 cited
• 2016Growth Intentions and Board Composition in High-Growth Firms31 cited
• 2018Board diversity and total directors’ remuneration: evidence from an emerging market27 cited
• 2023Interlocking boards and firm outcomes: a review25 cited
• 2009Cross ownership and interlocking directorates between banks and listed firms: An empirical analysis of the effects on debt leverage and cost of debt in the Italian case