Hubungan Saling Pengaruh Lembaga Pengarah dan Prestasi Firma: Perspektif Rangkaian Sosial
Interlocking Directorships and Firms Performance: Social Networking Perspectives

Fakulti Ekonomi dan Pengurusan
Universiti Kebangsaan Malaysia
43600 UKM Bangi, Selangor, MALAYSIA.

roslina7374@gmail.com

Fakulti Ekonomi dan Pengurusan
Universiti Kebangsaan Malaysia
43600 UKM Bangi, Selangor, MALAYSIA.

selamat@ukm.edu.my

Fakulti Ekonomi dan Pengurusan
Universiti Kebangsaan Malaysia
43600 UKM Bangi, Selangor, MALAYSIA.

norman@ukm.edu.my

Abstract

Interlocking or shared directorship is among important issues in corporate governance. According to resource dependence theory, interlocking directorship can become resources that can improve firm performance. This explanation is in line with business environment in Malaysia that can be categorized as networked economy. On the other hand, interlocking directorships can also be related to social cronyism that can have negative impacts on firms. As such, an investigation should be made to examine these conflicting arguments on interlocking directorships. In particular, different than prior research, this study aims at examining the influence of interlocking directorship patterns and the impact of interlocking directorship’s concentration on firm performance. Using 240 firm-years data of technology firms listed on the Main and ACE Markets, the results of tests reveal that interlocking non-executive directorships and interlocking directorship’s concentration did not influence firm performance. Nonetheless, the result also suggests that interlocking executive directorships have negative impact on performance. This result proves that executive directors who are also directors of other firms are in the position that may increase the risk of conflict of interests. In line with social capital explanation, the findings support prior literature on cronyism in directors’ networking.

Keywords

corporate governance; directors’ networking; firm performance; impact of networks; Interlocking; non-executive directorships; shared directorship; social networking

Citation

Mansor, R. Y., Kundari, S. K., & Mohd. Saleh, N. (2015). Hubungan Saling Pengaruh Lembaga Pengarah dan Prestasi Firma: Perspektif Rangkaian Sosial. Jurnal Pengurusan, 43, 129–143.

@article{mansor2015hubungan,
  title={Hubungan Saling Pengaruh Lembaga Pengarah dan Prestasi Firma: Perspektif Rangkaian Sosial},
  author={Mansor, Roslina Yati and Kundari, Selamat and Mohd. Saleh, Norman},
  journal={Jurnal Pengurusan},
 

volume={43},
  number={},
  pages={129—143},
  year={2015},
  doi={},
  publisher={Penerbit UKM},
}

Export Bibliography:

No. of views: 143

   

Article received:  
Accepted for publication:  
Available online: 

Issue logo

43 (2015) 129 – 143

Download PDF

Share via:

Similar Articles

  1. Multiple Directorships and the Monitoring Role of the Board of Directors: Evidence from Malaysia
  2. The Influence of Leaders’ Past Environmental-related Experiences and Positive Deviance Behaviour in Green Management Practices
  3. Liabiliti Jenayah Korporat di Malaysia Mengikut Perspektif Tadbir Urus Korporat

Receive updates when new articles are published