Board Interlocking, Knowledge Sharing and Firm Performance

Abstract

This study aims to shed light on the role of board interlocking and the resulting knowledge sharing among board members and the role of this in improving companies’ performance. This study provides theoretical evidence that the board interlocking can have an actual role in the knowledge sharing and transfer among board members from various industries and cultural, religious, educational backgrounds, and therefore this will have an important impact on improving the performance of the company by opening new ideas, markets and opportunities. The current study can be the basis for a set of future studies that aim to identify the role of knowledge sharing and management at the level of the board of directors in improving the performance of companies.