Michael C. Withers

Resource Dependence Theory: A Review:

Thirty years have passed since Pfeffer and Salancik’s seminal work on resource dependence theory (RDT). During this time RDT has been applied broadly across the research domain to explain how organizations reduce environmental interdependence and uncertainty. In this review, the authors assess the conceptual development, empirical research, and application of RDT. They structure their review around the five options that Pfeffer and Salancik propose firms can enact to minimize environmental dependences: (a) mergers/vertical integration, (b) joint ventures and other interorganizational relationships, (c) boards of directors, (d) political action, and (e) executive succession.The authors summarize past work, synthesize contemporary thought, and propose future research directions.

A Multidisciplinary Review of the Director Selection Literature

Director selection is a critical board process and outcome that influences the board and its overall performance. Because of this influence, research from a variety of different disciplinary areas examines the antecedents and outcomes of director selection. The authors offer a synthesis of this literature from these different disciplines. The authors first delineate the process that drives the selection of an individual to a board. They then review and categorize the director selection literature into two distinct perspectives—a rational economic perspective focused on the organization-level benefits driving the selection decision and a socialized perspective emphasizing the social processes that influence the director selection process. Finally, from their review, the authors suggest promising areas of future research regarding director selection.

Doing More with Less: The Disordinal Implications of Firm Age for Leveraging Capabilities for Innovation Activity

Innovation requires the entrepreneurial capabilities of opportunity recognition and opportunity exploitation. Such capabilities generally accrue over time from a firms cumulative learning and experience. In this study, we theorize that firm age should therefore moderate the firms ability to leverage these capabilities for innovation activity, such that older firms can obtain higher outputs from their capabilities than younger firms can. We examine this relationship using a sample of 676 small and medium enterprises. We find that when both younger and older firms have highly developed innovation capabilities, older firms appear to enjoy higher levels of innovation activity than younger firms do. However, younger firms generally appear more likely to have higher levels of innovation activity than older firms do, when neither firm has highly developed innovation capabilities. We conclude with a discussion of the implications of these findings for research and practice.

Board Interlocks and Firm Performance: Toward a Combined Agency–Resource Dependence Perspective:

This study develops a combined agency–resource dependence perspective and applies it to the study of interlocking directorates. It suggests that interlocking directorates may exert either a positive or a negative effect on subsequent firm performance, depending on the firm’s relative resources, power imbalance, ownership concentration, and CEO ownership. A test on a sample of 145 Italian companies provides support for hypothesized effects. This study suggests that integrating agency and resource dependence theories provides a higher-order explanation of firm performance and helps advance both agency and resource dependence theories.

The evolution of the board interlock network following Sarbanes-Oxley

Abstract We examine the impact of the passage of Sarbanes-Oxley (SOX) on the evolution of the board interlock network for Fortune 300 firms during the 1998–2006 period using a stochastic actor-oriented model. Placing particular emphasis on director accountability and board independence, SOX created considerable disparity in demand and supply in the labor market for corporate directors. We examine whether the regulatory change may have led firms to draw more on socially embedded processes of board interlock partner selection such as reciprocity, transitivity, and multiplexity after SOX. We find that after the passage of SOX, a firm’s tendency to reciprocate board interlock ties has been reinforced. Similarly, firms appear to have relied more on their existing alliance partners to fill their board seats in the post-SOX period.