Boards and Sustainability: the Contingent Influence of Director Interlocks on Corporate Environmental Performance | Zendy

OrtizdeMandojatalia | Zendy; AragonCorrea Juan Alberto | Zendy

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Boards and Sustainability: the Contingent Influence of Director Interlocks on Corporate Environmental Performance

Author(s) -

OrtizdeMandojatalia,

AragonCorrea Juan Alberto

Publication year - 2015

Publication title -

business strategy and the environment

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 2.123

H-Index - 105

eISSN - 1099-0836

pISSN - 0964-4733

DOI - 10.1002/bse.1833

Subject(s) - interlock , contingency , business , sustainability , resource dependence theory , resource (disambiguation) , contingency theory , social capital , resource based view , perspective (graphical) , corporate social responsibility , corporate governance , industrial organization , corporate sustainability , marketing , capital (architecture) , accounting , competitive advantage , economics , public relations , management , finance , sociology , computer science , social science , philosophy , artificial intelligence , history , ecology , computer network , linguistics , archaeology , engineering , biology , political science , electrical engineering

This paper highlights the importance of a firm's board with respect to sustainability issues by analysing the relationship between director interlocks, i.e. directors who simultaneously belong to the boards of directors of several companies, and a firm's environmental performance. The previous literature has focused on the influence of firm‐level resources on corporate environmental performance. This study utilizes insights from a resource‐based view and research on social capital to demonstrate that the environmental performance of a firm is also influenced by the difficult‐to‐imitate capabilities that are embedded in the network relationships of its directors. Our results support a contingency perspective of the social capital theory that finds that director interlocks are positively connected with the environmental performance of a firm in two specific situations: (1) when the firm is linked to a larger parent company and (2) in cases of low and high levels of interlock diversity. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment.

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