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Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF APPLIED BUSINESS AND ECONOMICS

Corporate Directors’ Social Capital: How Centrality and Density

Impact Board Monitoring

Author(s): Alix Valenti, Stephen V. Horner

Citation: Alix Valenti, Stephen V. Horner, (2010) "Corporate Directors’ Social Capital: How Centrality and Density Impact Board Monitoring," Journal of Applied Business and Economics, Vol. 11, Iss. 4, pp.117 - 127

Article Type: Research paper

Publisher: North American Business Press

Abstract:

A large body of management research has focused on agency theory’s presumed conflict between the

interests of corporate management and corporate shareholders and the need for an effective board of

directors as an organizational governance structure. Given the board’s oversight role over management,

a power struggle develops between a company’s board and its management team, specifically the CEO.

We introduce a novel measure of board power based on social network theory, applying measures of

centrality, the number of interlocks held by outside directors, and density, the degree of intra-board

connectedness resulting from director membership in multiple board committees.