Abstract
Using a dataset of Chinese listed companies, this article quantizes the centrality of interlocking director network based on the social network analysis and examines the effect of interlocking director network on corporate risk taking. The empirical results find that when interlocking director networks have a high centrality, network members are more likely to imitate risk-taking behaviors. Marketization and investment opportunities have positive moderating effects, indicating boundary conditions in social network theory.
Funding statement: National Natural Science Foundation of China (No.71773088, No.71402141, No. 71672197), and the Fundamental Research Funds for the Central Universities in Northwestern Polytechnical University (No. 3102017jc19005).
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Appendix
A Summary of existing literature about the antecedents of risk taking
Author & date | Journal source | Main findings about the antecedents |
---|---|---|
Tversky & Kahneman 1981 | Science | The way of how decision makers frame the risk – either as the potential for a gain or a loss |
Sitkin & Pablo 1992 | Academy of Management Review | Fundamental risk appetite in people’s personality |
West & Berthon 1997 | Journal of Advertising Research | Corporate culture, corporate performance, organizational processes |
Wiseman & Gomez-Mejia 1998 | Academy of Management Review | Combine monitoring with performance and the framing of strategic problems |
Hofstede 2001 | Sage book | National culture context |
Eisenmann 2002 | Strategic Management Journal | CEO equity ownership, corporate diversification |
Antoncic 2003 | Journal of Enterprising Culture | A paradoxical nature of translation of individual level risk aversion into corporate risk taking |
Tjosvold & Yu 2007 | Group & Organization Management | Constructive controversy among senior manager teams |
Wright et al. 2007 | Strategic Management Journal | Managerial stock options |
Sanders & Hambrick 2007 | Academy of Management Journal | CEO stock options |
John, Litov, and Yeung 2008 | Journal of Finance | The quality of investor protection |
Kim & Buchanan 2008 | Journal of Applied Business Research | Leadership structure of CEO duality |
Li and Tang 2010 | Academy of Management Journal | CEO hubris |
Nguyen 2011 | Pacific-Basin Finance Journal | Family control, ownership concentration, bank control |
Chatterjee & Hambrick 2011 | Administrative Science Quarterly | CEO’s capability cues |
Nakano and Nguyen 2012 | Corporate Governance: An International Review | Board size |
Faccio et al. 2016 | Journal of Corporate Finance | CEO gender |
Our paper | The centrality of interlocking director networks |
© 2019 Walter de Gruyter GmbH, Berlin/Boston
Articles in the same Issue
- The Egocentrism of Entrepreneurs: Bias in Comparative Judgments
- Educational Attainment, Financial Support and Job Creation across Lebanese Social Entrepreneurships
- The Effect of Interlocking Director Network on Corporate Risk Taking: Lessons from China
- Analysis of the Potential of Entrepreneurship Education in Young Children
- The Theory of Entrepreneurial Rent
Articles in the same Issue
- The Egocentrism of Entrepreneurs: Bias in Comparative Judgments
- Educational Attainment, Financial Support and Job Creation across Lebanese Social Entrepreneurships
- The Effect of Interlocking Director Network on Corporate Risk Taking: Lessons from China
- Analysis of the Potential of Entrepreneurship Education in Young Children
- The Theory of Entrepreneurial Rent