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The Incidence and Performance Effects of Interlocking Directorates in Emerging Market Business Groups: Evidence from India

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  • Bikram De

Abstract

The structure and extent of interlocking directorates within Indian business groups is studied and analyses the performance effects of such interlocks. It finds that large groups tend to have more interlocks and more heterogeneous the group is, lesser are the interlocks. [IGIDR WP-2003-001].

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  • Bikram De, 2008. "The Incidence and Performance Effects of Interlocking Directorates in Emerging Market Business Groups: Evidence from India," Working Papers id:1770, eSocialSciences.
    • Handle: RePEc:ess:wpaper:id:1770
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    1. Thomas Koenig & Robisrt Gogel & John Sonquist, 1979. "Models of the Significance of Interlocking Corporate Directorates," American Journal of Economics and Sociology, Wiley Blackwell, vol. 38(2), pages 173-186, April.
    2. Moulton, Brent R., 1986. "Random group effects and the precision of regression estimates," Journal of Econometrics, Elsevier, vol. 32(3), pages 385-397, August.
    3. Dooley, Peter C, 1969. "The Interlocking Directorate," American Economic Review, American Economic Association, vol. 59(3), pages 314-323, June.
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