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Abstracts prior to volume 5(1) have been archived!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