More Than Adopters: Competing Influences in the Interlocking Directorate

References

• Abrahamson E. Managerial fads and fashions: The diffusion and rejection of innovations. Acad. Management Rev. (1991) 16(3):586–612Crossref, Google Scholar
• Abrahamson E., Rosenkopf L. Social network effects on the extent of innovation diffusion: A computer simulation. Organ. Sci. (1997) 8(3):289–309Link, Google Scholar
• Allison P. D.Event History Analysis: Regression for Longitudinal Event Data (1984) (Sage Publications, London) Sage University Paper Series on Quantitative Applications in the Social Sciences, 07-046Crossref, Google Scholar
• Beckman C. M., Haunschild P. R., Phillips D. J. Friends or strangers? Firm-specific uncertainty, market uncertainty, and network partner selection. Organ. Sci. (2004) 15(3):259–275Link, Google Scholar
• Boisot M., Child J. From fiefs to clans and network capitalism: Explaining China's emerging economic order. Admin. Sci. Quart. (1996) 41(4):600–628Crossref, Google Scholar
• Bonacich P. Factoring and weighting approaches to status scores and clique identification. J. Math. Sociol. (1972) 2(1):113–120Crossref, Google Scholar
• Borgatti S. P., Cross R. A relational view of information seeking and learning in social networks. Management Sci. (2003) 49(4):432–445Link, Google Scholar
• Borgatti S. P., Everett M. G. Models of core/periphery structures. Soc. Networks (1999) 21(4):375–395Crossref, Google Scholar
• Borgatti S. P., Foster P. C. The network paradigm in organizational research: A review and typology. J. Management (2003) 29(6):991–1013Google Scholar
• Borgatti S. P., Everett M. G., Freeman L.UCINET 6 for Windows: Software for Social Network Analysis User's Guide (2002) (Analytic Technologies, Harvard, MA) Google Scholar
• Burris V. Interlocking directorates and political cohesion among corporate elites. Amer. J. Sociol. (2005) 111(1):249–283Crossref, Google Scholar
• Burt R. S. Social contagion and innovation: Cohesion versus structural equivalence. Amer. J. Sociol. (1987) 92(6):1287–1335Crossref, Google Scholar
• Burt R. S.Structural Holes: The Social Structure of Competition (1992) (Harvard University Press, Cambridge, MA) Crossref, Google Scholar
• Burt R. S. The contingent value of social capital. Admin. Sci. Quart. (1997) 42(2):339–365Crossref, Google Scholar
• Burt R. S.Brokerage and Closure: An Introduction to Social Capital (2005a) (Oxford University Press, Oxford, UK) Crossref, Google Scholar
• Burt R. S. Interlocking directorates behind the S&P indices. (2005b) . Technical note, University of Chicago Graduate School of Business, Chicago. http://faculty.chicagobooth.edu/ronald.burt/research/IDS&P.pdfGoogle Scholar
• Burt R. S. Second-hand brokerage: Evidence on the importance of local structure for managers, bankers, and analysts. Acad. Management J. (2007) 50(1):119–148Crossref, Google Scholar
• Carpenter M. A., Westphal J. D. The strategic context of external network ties: Examining the impact of director appointments on board involvement in strategic decision making. Acad. Management J. (2001) 4(4):639–660Crossref, Google Scholar
• Cleves M. A., Gould W. W., Gutierrez R. G.An Introduction to Survival Analysis Using Stata (2004) (Stata Corporation, College Station, TX) Google Scholar
• Conell C., Cohn S. Learning from other people's actions: Environmental variation and diffusion in French coal mining strikes, 1890–1935. Amer. J. Sociol. (1995) 101(2):366–403Crossref, Google Scholar
• Cowan R., Jonard N. Network structure and the diffusion of knowledge. J. Econom. Dynam. Control (2004) 28(8):1557–1575Crossref, Google Scholar
• Davis G. F. Agents without principles? The spread of the poison pill through the intercorporate network. Admin. Sci. Quart. (1991) 36(4):583–613Crossref, Google Scholar
• Davis G. F., Greve H. R. Corporate elite networks and governance changes in the 1980s. Amer. J. Sociol. (1997) 103(1):1–37Crossref, Google Scholar
• Davis G. F., Yoo M., Baker W. E. The small world of the American corporate elite, 1982–2001. Strategic Organ. (2003) 1(3):301–326Crossref, Google Scholar
• Dodds P. S., Watts D. J., Sabel C. F. Information exchange and the robustness of organizational networks. Proc. Natl. Acad. Sci. USA (2003) 100(21):12516–12521Crossref, Google Scholar
• Ellstrand A. E., Tihanyi L., Johnson J. L. Board structure and international political risk. Acad. Management J. (2002) 45(4):769–777Crossref, Google Scholar
• Engardio P. A new world economy. Bus. Week (2005) August 22):52–58Google Scholar
• Geletkanycz M. A., Hambrick D. C. The external ties of top executives: Implications for strategic choice and performance. Admin. Sci. Quart. (1997) 42(4):654–681Crossref, Google Scholar
• Geletkanycz M. A., Boyd B. K., Finkelstein S. The strategic value of CEO external directorate networks: Implications for CEO compensation. Strategic Management J. (2001) 22(9):889–898Crossref, Google Scholar
• Greve H. R. Managerial cognition and the mimetic adoption of market positions: What you see is what you do. Strategic Management J. (1998) 19(10):967–988Crossref, Google Scholar
• Greve H. R. Bigger and safer: The diffusion of competitive advantage. Strategic Management J. (2009) 30(1):1–24Crossref, Google Scholar
• Gupta A. K., Wang H. How to get China and India right. Wall Street Journal (2007) April 28). http://online.wsj.com/article/SB117735342493979298.htmlGoogle Scholar
• Haunschild P. R. Interorganizational imitation: The impact of interlocks on corporate acquisition activity. Admin. Sci. Quart. (1993) 38(4):564–592Crossref, Google Scholar
• Haunschild P. R., Beckman C. M. When do interlocks matter?: Alternate sources of information and interlock influence. Admin. Sci. Quart. (1998) 43(4):815–844Crossref, Google Scholar
• Heinze T. Dynamics in the German system of corporate governance? Empirical findings regarding interlocking directorates. Econom. Soc. (2004) 33(2):218–238Crossref, Google Scholar
• Hitt M. A., Tihanyi L., Miller T., Connelly B. L. International diversification: Antecedents, outcomes, and moderators. J. Management (2006) 32(6):831–867Crossref, Google Scholar
• Hitt M. A., Ahlstrom D., Dacin M. T., Levitas E., Svobodina L. The institutional effects on strategic alliance partner selection in transition economies: China vs. Russia. Organ. Sci. (2004) 15(2):173–185Link, Google Scholar
• Huang Y.Selling China: Foreign Direct Investment During the Reform Era (2003) (Cambridge University Press, Cambridge, UK) Google Scholar
• Jones C., Hesterly W. S., Borgatti S. P. A general theory of network governance: Exchange conditions and social mechanisms. Acad. Management Rev. (1997) 22(4):911–945Crossref, Google Scholar
• Kimberly J. R., Evanisko M. J. Organizational innovation: The influence of individual, organizational, and contextual factors on hospital adoption of technological and administrative innovations. Acad. Management J. (1981) 24(4):689–713Crossref, Google Scholar
• Krackhardt D. Organizational viscosity and the diffusion of controversial innovations. J. Math. Sociol. (1997) 22(2):177–199Crossref, Google Scholar
• Lau C.-M., Bruton G. D. FDI in China: What we know and what we need to study next. Acad. Management Perspect. (2008) 22(4):30–44Crossref, Google Scholar
• Lemoine F., Bende-Nabende A. China's integration in international production networks. International Trade, Capital Flows and Economic Development in East Asia: The Challenge in the 21st Century (2003) (Ashgate Publishing, Aldershot, UK) 121–149Google Scholar
• Li S., Park S. H. Determinants of locations of foreign direct investment in China. Management Organ. Rev. (2006) 2(1):95–119Crossref, Google Scholar
• Luo Y.Multinational Corporations in China: Benefiting from Structural Transformation (2000) (Copenhagen Business School Press, Copenhagen) Google Scholar
• Martin X., Swaminathan A., Tihanyi L., Ketchen D. J., Bergh D. D. Modeling international expansion. Research Methodology in Strategy and Management (2007) 4(Elsevier/JAI Press, Oxford, UK) 103–119Crossref, Google Scholar
• McGrath C., Krackhardt D. Network conditions for organizational change. J. Appl. Behav. Sci. (2003) 39(3):324–336Crossref, Google Scholar
• Mintz B., Schwartz M. Interlocking directorates and interest group formation. Amer. Sociol. Rev. (1981) 46(6):851–869Crossref, Google Scholar
• Mizruchi M. S. What do interlocks do? An analysis, critique, and assessment of research on interlocking directorates. Ann. Rev. Sociol. (1996) 22:271–298Crossref, Google Scholar
• Nachum L., Zaheer S. The persistence of distance? The impact of technology on MNE motivations for foreign investment. Strategic Management J. (2005) 26(8):747–767Crossref, Google Scholar
• Nee V. Organizational dynamics of market transition: Hybrid forms, Property rights, and mixed economy in China. Admin. Sci. Quart. (1992) 37(1):1–27Crossref, Google Scholar
• Newman M. E. J. The structure and function of networks. Comput. Phys. Comm. (2002) 147(1):40–45Crossref, Google Scholar
• O'Neill H. M., Pouder R. W., Buchholtz A. K. Patterns in the diffusion of strategies across organizations: Insights from the innovation diffusion literature. Acad. Management Rev. (1998) 23(1):98–114Crossref, Google Scholar
• Phillips D. J., Zuckerman E. W. Middle-status conformity: Theoretical restatement and empirical demonstration in two markets. Amer. J. Sociol. (2001) 107(2):379–429Crossref, Google Scholar
• Piggott C. Solving the FDI mystery. fDi Magazine (2002) June 2). http://www.fdimagazine.com/news/fullstory.php/aid/76/Solving_the_FDI_mystery.htmlGoogle Scholar
• Podolny J. M. A status-based model of market competition. Amer. J. Sociol. (1993) 98(4):829–872Crossref, Google Scholar
• Rogers E. M.Diffusion of Innovations (1995) (Free Press, New York) Google Scholar
• Sanders W. G., Carpenter M. A. Internationalization and firm governance: The roles of CEO compensation, top team composition, and board structure. Acad. Management J. (1998) 41(2):158–178Crossref, Google Scholar
• Sanders W. G., Tuschke A. The adoption of institutionally contested organizational practices: The emergence of stock option pay in Germany. Acad. Management J. (2007) 50(1):33–56Crossref, Google Scholar
• Schnake M. E., Williams R. J., Fredenberger W. Women on boards of directors: Effects on firm social performance in the basic materials and financial services sectors. J. Appl. Bus. Res. (2006) 22(1):31–40Google Scholar
• Shaw S. M., Meyer J. “Second generation MNCs” in China. McKinsey Quart. (1993) 4):3–16Google Scholar
• Singer J. D., Willet J. B.Applied Longitudinal Data Analysis: Modeling Change and Event Occurence (2003) (Oxford University Press, Oxford, UK) Crossref, Google Scholar
• Strang D., Soule S. A. Diffusion in organizations and social movements: From hybrid corn to poison pills. Ann. Rev. Sociol. (1998) 24(1):265–290Crossref, Google Scholar
• Tabachnick B. G., Fidell L. S.Using Multivariate Statistics (2001) 4th ed.(Allyn & Bacon, Needham Heights, MA) Google Scholar
• Thun E.Changing Lanes in China: Foreign Direct Investment, Local Governments, and Auto Sector Development (2006) (Cambridge University Press, Cambridge, UK) Crossref, Google Scholar
• Tsui A. S., Schoonhoven C. B., Meyer M. W., Lau C.-M., Milkovich G. T. Organization and management in the midst of societal transformation: The People's Republic of China. Organ. Sci. (2004) 15(2):133–144Link, Google Scholar
• Useem M.The Inner Circle: Large Corporations and the Rise of Business Political Activity in the U.S. and U.K. (1984) (Oxford University Press, New York) Google Scholar
• Valente T. W., Carrington P. J., Scott J., Wasserman S. Network models and methods for studying the diffusion of innovations. Models and Methods in Social Network Analysis (2005) (Cambridge University Press, Cambridge, UK) 98–116Crossref, Google Scholar
• Vedres B. The constellations of economic power: The position of political actors, banks and large corporations in the network of directorate interlocks in Hungary, 1997. Connections (2000) 23(1):44–59Google Scholar
• Washington M., Ventresca M. J. How organizations change: The role of institutional support mechanisms in the incorporation of higher education visibility strategies, 1874–1995. Organ. Sci. (2004) 15(1):82–97Link, Google Scholar
• Wasserman S., Faust K.Social Network Analysis: Methods and Applications (1994) (Cambridge University Press, New York) Crossref, Google Scholar
• Watts D. J. Networks, dynamics, and the small-world phenomenon. Amer. J. Sociol. (1999) 105(2):493–527Crossref, Google Scholar
• Welch J., Welch S. Is China for everyone? Bus. Week (2006) May 15):108Google Scholar
• Westphal J. D., Seidel M.-D. L., Stewart K. J. Second-order imitation: Uncovering latent effects of board network ties. Admin. Sci. Quart. (2001) 46(4):717–747Crossref, Google Scholar
• World BankWorld Development Indicators (2006) 2006(The World Bank Group, Washington, DC) Crossref, Google Scholar
• Yamaguchi K.Event History Analysis (1991) (Sage Publications, Newbury Park, CA) Google Scholar
• Young G. J., Charns M. P., Shortell S. M. Top manager and network effects on the adoption of innovative management practices: A study of TQM in a public hospital system. Strategic Management J. (2001) 22(10):935–951Crossref, Google Scholar
• Zajac E. J., Westphal J. D. Director reputation, CEO-board power, and the dynamics of board interlocks. Admin. Sci. Quart. (1996) 41(3):507–529Crossref, Google Scholar