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dc.contributor.authorHorton, Joanne
dc.contributor.authorMillo, Yuval
dc.contributor.authorSerafeim, Georgios
dc.date.accessioned2012-11-21T15:49:17Z
dc.date.issued2012
dc.identifier.citationHorton, Joanne, Yuval Millo, and George Serafeim. "Resources or Power? Implications of Social Networks on Compensation and Firm Performance." Journal of Business Finance & Accounting 39, nos. 3–4 (April–May 2012).en_US
dc.identifier.issn0306-686Xen_US
dc.identifier.urihttp://nrs.harvard.edu/urn-3:HUL.InstRepos:9932099
dc.description.abstractUsing a sample of 4,278 listed UK firms, we construct a social network of directorship-interlocks that comprises 31,495 directors. We use social capital theory and techniques developed in social network analysis to measure a director's connectedness and investigate whether this connectedness is associated with their compensation level and their firms overall performance. We find connectedness is positively associated with compensation and with the firm's future performance. The results do not support the view that executive and outside directors use their connections to rent extract. Rather the company compensates these individuals for the resources these better connections provide to the firm.en_US
dc.language.isoen_USen_US
dc.relation.isversionofhttp://onlinelibrary.wiley.com/doi/10.1111/j.1468-5957.2011.02276.x/abstracten_US
dash.licenseOAP
dc.subjectcorporate governanceen_US
dc.subjectboard of directorsen_US
dc.subjectsocial networksen_US
dc.subjectcorporate performanceen_US
dc.subjectcompensationen_US
dc.titleResources or Power? Implications of Social Networks on Compensation and Firm Performanceen_US
dc.typeJournal Articleen_US
dc.description.versionAuthor's Originalen_US
dc.relation.journalJournal of Business Finance & Accountingen_US
dash.depositing.authorSerafeim, Georgios
dc.date.available2012-11-21T15:49:17Z
dc.identifier.doi10.1111/j.1468-5957.2011.02276.x/abstract*
dash.contributor.affiliatedSerafeim, Georgios


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