Social Capital and Social Influence on the Board of Directors
对14家公司全体董事的调查发现，董事在董事会外会面形成的强关系网络中的联系，比人力资本或跨董事会联系更能预测其社会影响力，支持了社会资本视角。
abstract It is often assumed that directors with human capital such as prior management experience or independence from the company are the most influential board members. By contrast, in a survey of all the board members in 14 companies we found that ties to others in a network of strong ties among those who meet outside of board meetings were more important predictors of social influence than human capital or ties across boards. These ties within the board represent the social capital of members in the form of prior relationships with other directors, ties to others on the board, and membership in cliques within the board's network of ties. These results support a social capital perspective on influence that emphasizes relationships with others on the board as important factors in the social dynamics of board decision‐making.