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Corporate Governance Propagation through Overlapping Directors

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  • Christa H. S. Bouwman

Abstract

How are governance practices propagated across firms? This article proposes, and empirically verifies, that observed governance practices are partly the outcome of network effects among firms with common directors. While firms attempt to select directors whose other directorships are at firms with similar governance practices ("familiarity effect"), this matching of governance practices is imperfect because other factors also affect the director choice. This generates an "influence effect" as directors acquainted with different practices at other firms influence the firm's governance to move toward the practices of those other firms. These network effects cause governance practices to converge. The Author 2011. Published by Oxford University Press on behalf of The Society for Financial Studies. All rights reserved. For Permissions, please e-mail: journals.permissions@oup.com., Oxford University Press.

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  • Christa H. S. Bouwman, 2011. "Corporate Governance Propagation through Overlapping Directors," Review of Financial Studies, Society for Financial Studies, vol. 24(7), pages 2358-2394.
  • Handle: RePEc:oup:rfinst:v:24:y:2011:i:7:p:2358-2394
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    Cited by:

    1. Mihail Miletkov & Annette Poulsen & M. Babajide Wintoki, 2017. "Foreign independent directors and the quality of legal institutions," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, pages 267-292.
    2. Kaustia, Markku & Rantala, Ville, 2015. "Social learning and corporate peer effects," Journal of Financial Economics, Elsevier, vol. 117(3), pages 653-669.
    3. Calluzzo, Paul & Dong, Gang Nathan, 2014. "Fund governance contagion: New evidence on the mutual fund governance paradox," Journal of Corporate Finance, Elsevier, vol. 28(C), pages 83-101.
    4. repec:eee:corfin:v:44:y:2017:i:c:p:193-214 is not listed on IDEAS
    5. Kalodimos, Jonathan, 2017. "Internal governance and performance: Evidence from when external discipline is weak," Journal of Corporate Finance, Elsevier, vol. 43(C), pages 193-216.
    6. Shreya Biswas, 2016. "Stand 'alone' firms in inter-firm network - An evidence from India," Economics Bulletin, AccessEcon, vol. 36(2), pages 913-920.
    7. Wesley Mendes-da-Silva, 2011. "Small Worlds and Board Interlocking in Brazil: A Longitudinal Study of Corporate Networks, 1997-2007," Brazilian Review of Finance, Brazilian Society of Finance, vol. 9(4), pages 465-492.
    8. Berger, Allen N. & Kick, Thomas & Koetter, Michael & Schaeck, Klaus, 2013. "Does it pay to have friends? Social ties and executive appointments in banking," Journal of Banking & Finance, Elsevier, vol. 37(6), pages 2087-2105.
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    11. Liu, Sibo & Wu, Dejun, 2016. "Competing by conducting good deeds: The peer effect of corporate social responsibility," Finance Research Letters, Elsevier, vol. 16(C), pages 47-54.
    12. Sankowska, Anna & Siudak, Dariusz, 2016. "The small world phenomenon and assortative mixing in Polish corporate board and director networks," Physica A: Statistical Mechanics and its Applications, Elsevier, vol. 443(C), pages 309-315.
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    15. Tristan Auvray & Olivier Brossard, 2013. "French connection: interlocking directorates and the ownership-control nexus in an insider governance system," CEPN Working Papers hal-00842582, HAL.

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