2020
DOI: 10.1108/mrr-05-2020-0258
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“What do interlocks do” revisited – a bibliometric analysis

Abstract: Purpose It has been over 20 years since the landmark publication of Mizruchi (1996) and his examination of “what do interlocks do?”. Since then, the nature of interlocks and subsequent research on the subject has evolved. This paper aims to revisit the literature on interlocking directorates through a quantitative bibliometric analysis. Design/methodology/approach This study undertakes a bibliometric analysis of literature citing the Mizruchi (1996) to examine the state of research following up on “what do i… Show more

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Cited by 23 publications
(28 citation statements)
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References 94 publications
(103 reference statements)
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“…Themes in this quadrant are known as niche themes. They are under-represented topics but are areas of rapid development as they are indicated by high centrality but low density [42]. The theme 'manufactures' lies in the border of the two quadrants on the top.…”
Section: Thematic Mapmentioning
confidence: 99%
“…Themes in this quadrant are known as niche themes. They are under-represented topics but are areas of rapid development as they are indicated by high centrality but low density [42]. The theme 'manufactures' lies in the border of the two quadrants on the top.…”
Section: Thematic Mapmentioning
confidence: 99%
“…The research on interlocking directorates suggest different paradigms as explanations for why interlocks are created (Smith and Sarabi, 2021a). Over the years, the idea of interlocks as a controlling mechanism has changed into interlocks as a transfer mechanism.…”
Section: Literature Review and Hypothesesmentioning
confidence: 99%
“…However, this aspect is not the subject of this study. For a systematic literature review on interlocking directorates, see Lamb and Roundy (2016), Caiazza and Simoni (2019) and Smith and Sarabi (2020).…”
Section: Notesmentioning
confidence: 99%
“…However, this aspect is not the subject of this study. For a systematic literature review on interlocking directorates, seeLamb and Roundy (2016),Caiazza and Simoni (2019) andSmith and Sarabi (2020).4 According to the ID literature, companies do not always implement a conscious ID strategy that leads to a specific position in a corporate network. According to the theory of class hegemony(Sonquist and Koenig, 1975), the theory of power elite(Domhoff, 1967(Domhoff, , 2014 and the management control model(Palmer, 1983), which considers ID on an individual level, an inter-corporate network of board members is motivated by private interests that are not necessarily convergent with those of the company itself or its shareholders.…”
mentioning
confidence: 99%