Interlocking directorates z perspektywy teorii uzależnienia zasobowego
Interlocking directorates from the perspective of the resource dependency theory

Summary/Abstract: The purpose of this paper is to identify the institutional approach to interlocking directorates from the perspective of resourcedependency theory. This problem is being considered in the context of connections among joint stock companies through themembers of their supervisory boards. The term interlocking directorates refers to a situation, where a given person holds a position in the management and control bodies of at least two different companies. The reason for undertaking this subject was oneof the assumptions of the resource dependency theory, which states that an effective method of dealing with uncertainty andestablishing the base for building a competitive advantage is the acquisition and development of unique resources and skills inthe enterprise. An empirical pilot study on the phenomenon of interlocking directorates was carried out among members of themanagement board and supervisory boards of joint-stock companies. It aimed at examining the issues related to the resourcedependency theory such as increasing access to resources, monitoring the environment and building credibility. Another aspect ofthe resource dependency theory covered by the study was the destructive influence of interlocking directorates on the functioningof connected companies. Research results confirmed the importance of interlocking directorates as a factor that supports buildingthe company’s credibility, monitoring its surroundings and gaining increased access to resources.

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