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Boards and Sustainability: the Contingent Influence of Director Interlocks on Corporate Environmental Performance

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  • Natalia Ortiz‐de‐Mandojana
  • Juan Alberto Aragon‐Correa

Abstract

This paper highlights the importance of a firm's board with respect to sustainability issues by analysing the relationship between director interlocks, i.e. directors who simultaneously belong to the boards of directors of several companies, and a firm's environmental performance. The previous literature has focused on the influence of firm‐level resources on corporate environmental performance. This study utilizes insights from a resource‐based view and research on social capital to demonstrate that the environmental performance of a firm is also influenced by the difficult‐to‐imitate capabilities that are embedded in the network relationships of its directors. Our results support a contingency perspective of the social capital theory that finds that director interlocks are positively connected with the environmental performance of a firm in two specific situations: (1) when the firm is linked to a larger parent company and (2) in cases of low and high levels of interlock diversity. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.

Suggested Citation

  • Natalia Ortiz‐de‐Mandojana & Juan Alberto Aragon‐Correa, 2015. "Boards and Sustainability: the Contingent Influence of Director Interlocks on Corporate Environmental Performance," Business Strategy and the Environment, Wiley Blackwell, vol. 24(6), pages 499-517, September.
    • Handle: RePEc:bla:bstrat:v:24:y:2015:i:6:p:499-517
    DOI: 10.1002/bse.1833
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