The influence of board interlocks on firm performance: In the context of geographic diversification in the restaurant industry

Song, Hyoung Ju; Lee, Seoki; Kang, Kyung Ho

doi:10.1016/j.tourman.2020.104238

Cited by 25 publications

(17 citation statements)

References 70 publications

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“…A firm's higher centrality could be appealing to better-connected and reputable board members. Furthermore, board members of restaurant firms with higher centrality may be asked to serve on other firms' boards more often (Song et al, 2021). Both situations mentioned above could lead the focal firms to be more central in the board's network, which may lead to greater CSR performance in the long run.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Such service enables these individuals to share their strategic insights with the Starbucks organization. A well-connected board of directors creates strategic links that are a commonplace in the restaurant industry (Song et al, 2021). However, prior research has rather neglected to examine the interlocked network (network centrality) aspect of the board of director’s effects on CSR performance.…”

Section: Introductionmentioning

confidence: 99%

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Better-connected boards and their influence on corporate social responsibility: Evidence from U.S. restaurant industry

Vaughan

Koh

2022

Tourism Economics

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Many studies on the impact of boards of directors on corporate social responsibility have focused on the human capital of board members (i.e., structures and characteristics). However, the relational capital of board members (i.e., board interlock centrality) has yet to be fully explored. This study examines the extent to which board members are connected in their networks (i.e., board interlock centrality) on corporate social responsibility (CSR) performance in the restaurant industry. It also recognizes the moderating role of board effectiveness on the relationship between board centrality and CSR performance. On the basis of organization legitimacy theory and resource dependence theory, this study found that high-centrality boards increase positive CSR performance. The effect is more substantial when a firm has more standing board committees. The theories view firms as components of the larger social environment, and their performance depends on their ability to procure crucial resources from other firms through mutual exchange. No significant link was found between negative CSR performance and the moderating effect of board committees.

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Section: Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Better-connected boards and their influence on corporate social responsibility: Evidence from U.S. restaurant industry

Vaughan

Koh

2022

Tourism Economics

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“…Board social capital can provide new resources, exchange information, and build connections with other firms [25].Outside directors build their social capital to obtain external resources and leverage their experience and skills [26]. Recently, the role of board interlocks are examined in relation various aspects of their companies such as firm performance [34], GHG emission [35] and utilizing new technologies [36]. Mizruchi (1996) argued that interlocking directors is a way to diffuse their influence, increase their centrality and other variety of reasons (i.e.…”

Section: -Related Workmentioning

confidence: 99%

Social Network Evolution: The Case of UK Companies Before and After Brexit

et al. 2022

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The Brexit referendum has impacted both the UK and the EU economies in several ways. The uncertainty around Brexit highlighted the importance of a relationships network between directors of companies to access information and resources that are necessary for optimal decision making. It is difficult to develop informed business and economy policies without a deep understanding of the magnitude of Brexit on business-to-business relationships with EU-based firms. This study aims to analyze the impact of the passage of the Brexit referendum on the evolution of board interlock networks. The study uses network analysis to measure the evolution of UK-EU directors’ relationships over the Brexit period, predominantly between the 2010 and 2020 period. The study models the structural changes in dynamic networks by converting this evolving network into static graphs on yearly basis. The analysis indicates that links formation in the UK is affected negatively by the Brexit referendum. It also has a negative impact on forming a new link with potential companies’ directors in the EU, but it shows a rising tendency for shared affiliation bias analysis. Interestingly, the contradicted trend in 2007, the number of directors’ connection in consumer service and food & drug sectors was decreasing in the UK while rocketing in the EU. Doi: 10.28991/ESJ-2022-06-01-01 Full Text: PDF

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“…The control variables used in this study were firm size (FS) and leverage (LV). The company's total assets measured FS, and the more significant FS enhanced FP because the company was allowed to enjoy market power advantages and economies of scale (Song et al, 2021). The measurement of LV was divided by total liabilities with the companies' total assets, the costs of finance and risks of default caused by LV might influence the FP, as the higher the LV, the lower the FP (Zhou et al, 2021).…”

Section: Dependent Variables and Control Variablesmentioning

confidence: 99%

A Pre- and Post- MCCG 2012 Evaluation on the Impacts of Corporate Governance and Intellectual Capital with Firm Performance

Chang

2022

E-BPJ

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This paper aims to examine and compare the impact of corporate governance (CG) and intellectual capital (IC) on firm performance (FP) between pre- Malaysia Code of Corporate Governance (MCCG) 2012 and post- MCCG 2012 of GLCs. Panel data analysis was used. The data were collected from the annual report of the 32 GLCs from 2005 to 2012 (pre- MCCG 2012) and from 2013 to 2020 (post- MCCG 2012). There was a total of 512 firm-year observations. The CG of post- MCCG 2012 has a greater impact on earnings per share (EPS) compared to pre- MCCG 2012. The IC of pre- MCCG 2012 has a greater impact on return on equity (ROE), Tobin’s Q and EPS. Keywords: Corporate Governance; Intellectual Capital; MCCG 2012; Government-Linked Companies eISSN: 2398-4287 © 2022. The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BYNC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ebpj.v7iSI8.3909

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The influence of board interlocks on firm performance: In the context of geographic diversification in the restaurant industry

Cited by 25 publications

References 70 publications

Better-connected boards and their influence on corporate social responsibility: Evidence from U.S. restaurant industry

Better-connected boards and their influence on corporate social responsibility: Evidence from U.S. restaurant industry

Social Network Evolution: The Case of UK Companies Before and After Brexit

A Pre- and Post- MCCG 2012 Evaluation on the Impacts of Corporate Governance and Intellectual Capital with Firm Performance

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