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| 001 | 10429 | ||
| 003 | OSt | ||
| 005 | 20190211155035.0 | ||
| 008 | 030123s1999 xx ||||gr |0|| 0 eng d | ||
| 100 | 1 |
_aGULATI, Ranjay _94449 |
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| 245 | 1 | 0 | _aCooperative or controlling? Relations and the content of interlocks on the formation of joint ventures |
| 260 |
_aIthaca : _bJohnson Graduate School of Management, _cSeptember 1999 |
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| 520 | 3 | _aThis study examines the influence of the social network of board interlocks on strategic alliance formation. Our theoretical framework suggests how board interlock ties to other firms can increase of decrease the likelihood of alliance formation, depending on the content of relationships between CEOs (chief executive officers) and outside directors. Results suggest that CEO-board relationships characterized by independent board control reduce the likelihood of aliance formation by prompting distrust between corporate leaders, while CEO-board coperatio in strategic decsion making appears to promote alliance formation by enhancing trust. The findings also showhow the effects of direct interlock ties are amplified further by third-party network ties | |
| 700 | 1 |
_aWESTPHAL, James D _911307 |
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| 773 | 0 | 8 |
_tAdministrative Science Quarterly _g44, 3, p. 473-506 _dIthaca : Johnson Graduate School of Management, September 1999 _xISSN 00018392 _w |
| 942 | _cS | ||
| 998 |
_a20030123 _bCassio _cCassio |
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| 998 |
_a20101027 _b1652^b _cCarolina |
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_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10555 _d10555 |
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| 041 | _aeng | ||