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Journal Article

What Do Interlocks Do? An Analysis, Critique, and Assessment of Research on Interlocking Directorates

Mark S. Mizruchi
Annual Review of Sociology
Vol. 22 (1996), pp. 271-298
Published by: Annual Reviews
Stable URL: http://www.jstor.org/stable/2083432
Page Count: 28
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What Do Interlocks Do? An Analysis, Critique, and Assessment of Research on Interlocking Directorates
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Abstract

Research on interlocking directorates has gained increasing prominence within the field of organizations, but it has come under increasing criticism as well. This chapter presents an in-depth examination of the study of interlocking directorates. I focus initially on both the determinants and the consequences of interlocking directorates, reviewing alternative accounts of both phenomena. Special attention is paid to the processual formulations implied by various interlock analyses. I then address the two primary criticisms of interlock research and evaluate the tenability of these criticisms. I conclude with a discussion of future directions for interlock research.

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