Abstract
Filling a gap in the interlocks literature which has been largely centered on the West, we present preliminary data on the pattern of interlocking directorates among the top 200 largest corporations in pre-1997 Hong Kong. Then we identify four separate groups of firms in Hong Kong, and suggest propositions based on the resource dependence perspective on the critical relationships among their interlocking directorates, firm strategies, and performance. These propositions have the potential to form the building block of an emerging research agenda that will shed light on the role of interlocking directorates in an increasingly important part of the world.
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Au, K., Peng, M.W. & Wang, D. Interlocking Directorates, Firm Strategies, and Performance in Hong Kong: Towards a Research Agenda. Asia Pacific Journal of Management 17, 29–47 (2000). https://doi.org/10.1023/A:1015432819596
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DOI: https://doi.org/10.1023/A:1015432819596