Transnational Class Formation? Globalization and the Canadian Corporate Network

Klassen, Jerome; Carroll, William K.

doi:10.5195/jwsr.2011.418

Cited by 9 publications

(6 citation statements)

References 27 publications

(7 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Another key pattern analyzed in the literature on corporate elite networks and (transnational) elite formation is the extent to which corporate directors establish transnational ties compared to national ties (Klassen & Carroll, 2011). As proposed, the extent to which Chinese directors establish such transnational networks through affiliations with firms outside of China would be a crucial indicator of the transnationalization of the Chinese business elite, and a potential indicator of convergence towards -perhaps even integration into -Western business communities.…”

Section: Transnationalizing and Hybridizing Corporate Network Of China Incmentioning

confidence: 99%

China Inc. goes global. Transnational and national networks of China’s globalizing business elite

Graaff

2019

Review of International Political Economy

View full text Add to dashboard Cite

Within the debate of China's rise and its implications for the liberal order this research focuses on China's global posture through its transnationalizing firms and capital. On the basis of a detailed and systematic mapping and network analysis of a novel database on China's largest firms, across a variety of sectors and ownership types, and their boards of directors, the study assesses if and how China is engaging with existing transnational business communities at the heart of the liberal international order. The article finds substantial transnational linkages between the globalizing Chinese business elite and the corporate elite networks of Western globalized capitalismthrough corporate affiliations and policy-planning affiliations. At the same time the analysis reveals the strong ties of the Chinese state-business elites to the party-state. Rather than presenting an outright threat to the liberal order and the corporate elite networks at its core, or indicating a co-optation scenario, the article finds evidence for a more hybrid scenario in which China as a corporate actor within the liberal world reveals its two faces: partially and pragmatically integrating and adapting to the liberal modes of networking, while simultaneously holding on to its distinctive state-directed capitalism and the (Party) direction this entails.

show abstract

Section: Transnationalizing and Hybridizing Corporate Network Of China Incmentioning

confidence: 99%

China Inc. goes global. Transnational and national networks of China’s globalizing business elite

Graaff

2019

Review of International Political Economy

View full text Add to dashboard Cite

show abstract

“…Both studies found that the highest number and increase in transnational interlocks is taking place in Europe, and that most of the remaining interlock ties occur between European and North American firms. More support for these findings has been found in Burris and Staples (2012), Klassen andCarroll (2011) andCarroll (2007). A recent study of the largest 1m firms on the planet shows that a transnational interlock network is already in place.…”

Section: Development Of a Transnational Interlock Networkmentioning

confidence: 77%

Transnational board interlocks

González

2019

CCSM

View full text Add to dashboard Cite

Purpose While previous studies have focused on the role of directors in the formation of transnational interlocks, this paper argues that firm strategy can also influence the development of these relationships. The purpose of this paper is to shed light on the practice of transnational interlocks by extending board interlocks theory from the national to the transnational context, and exploring aspects that are unique to the transnational level. Design/methodology/approach Based on the experiences of four British firms, this paper develops a conceptual framework that integrates under-examined dimensions of this networking practice at the organizational level of analysis, specifically degree of internationalization (DOI) and psychic distance (PD). Findings The paper argues that firms will increasingly engage in transnational interlocks as internationalization intensifies, and that expansion into psychically distant countries may result in further engagement in these connections. Further, firms will tend to form transnational received interlocks at their early stages of internationalization, and transnational sent and neutral interlocks at later stages of this process. It identifies four categories of firms: locals, extenders, explorers and cosmopolitans. Practical implications Directors can contribute to their firms’ success by interlocking with firms located in key foreign markets. Firms should also welcome directors with transnational board appointments to secure knowledge and resources overseas. Originality/value The manuscript contributes to our understanding of transnational interlocks by examining the independent and joint influence of the firm’s DOI and PD on the formation of such relationships.

show abstract

“…Early findings in this literature already point to a positive relationship between firm internationalization and the existence of transnational interlocks. In a study of transnational interlock formation in large Canadian firms, Klassen and Carroll () found a slight positive relationship between the transnationalization of capital investments and firm participation in transnational interlocks. These results were probably not that strong due to the internationalization measure employed by the authors, namely the transnationalization of capital investments.…”

Section: Antecedents Of National and Transnational Interlocksmentioning

confidence: 99%

Transnational Board Interlocks as a Source of Non‐experiential Knowledge for the Firm in Foreign Markets

González¹

2019

British J of Management

View full text Add to dashboard Cite

Board interlocks between firms headquartered in different countries are increasing. We contribute to the understanding of this practice by investigating the transnational interlocks formed by the 100 largest British firms between 2011 and 2014. We explore the association between different attributes of a firm's internationalization process, namely performance, structural and attitudinal, and the extent of the firm's engagement in transnational interlocks. We posit that the value of transnational interlocks as a non‐experiential source of knowledge will vary according to which of these three attributes becomes more prominent as the firm internationalizes. We do not find a significant relationship between the performance and structural attributes of internationalization, as measured by the firm's percentage of foreign sales and assets, respectively, and increased engagement in transnational interlocks. We do, however, find an inverted U‐shaped relationship between the attitudinal attribute of internationalization, represented by the psychic dispersion of the firm's foreign operations, and the firm's number of transnational interlocks. This non‐linear relationship reveals both a natural boundary for the firm's capacity to engage in transnational interlocks and a reduced willingness to engage in such ties once a certain degree of attitudinal internationalization has been reached.

show abstract

Transnational Class Formation? Globalization and the Canadian Corporate Network

Abstract: ABSTRACT

Cited by 9 publications

References 27 publications

China Inc. goes global. Transnational and national networks of China’s globalizing business elite

China Inc. goes global. Transnational and national networks of China’s globalizing business elite

Transnational board interlocks

Transnational Board Interlocks as a Source of Non‐experiential Knowledge for the Firm in Foreign Markets

Contact Info

Product

Resources

About