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Corporations become “interlocked” when a person from one organization sits on the board of another. As a corporate function, interlocks facilitate collaborations among firms, influence practices and policies in organizations, and act as knowledge conduits and financial resources (Mizruchi, 1996). Interlocks provide environmental stability or what Pfeffer and Salancik (2003) called the “negotiated environment”—a desirable outcome in uncertain times.
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