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dc.contributor.authorMurray, Georgina
dc.contributor.editorMike Lloyd
dc.date.accessioned2017-05-03T13:32:13Z
dc.date.available2017-05-03T13:32:13Z
dc.date.issued2001
dc.date.modified2007-09-02T23:39:24Z
dc.identifier.issn0112921X
dc.identifier.urihttp://hdl.handle.net/10072/3744
dc.description.abstractInterlocks - so what do they add to an understanding of the power of the boardroom? Here it is argued that the sociological study of interlocks (that is, the links created by a director who is on the board of more than one company or organization) will reveal some but not all dimensions of corporate power. The study of directional interlocks (using only board members from primary organizational positions) will reveal the following traceries of power: first, a map showing inter-firm power links; second, the direction of the flow of corporate information. Third, the links will identify which sector (e.g. productive, financial or service) is at the political center of business relations. A case study of New Zealand big business is chosen here to illustrate the centrality of interlocks. It is shown that industrial companies dominate the interlocking network with the most heavily interlocked director being (verified through other sources) class leaders. However, a triangulation of the interlock data with ownership data from annual company reports, shows that ownership of the means of production is still the key to power relations in this context. The ownership of top companies in New Zealand is, primarily, in the hands of a consortium of overseas finance capital.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent203040 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherSchool of social and cultural studies, Victoria University of Wellington
dc.publisher.placeNew Zealand
dc.publisher.urihttp://saanz.science.org.nz/Journal/Vol16(1).html#murray
dc.relation.ispartofpagefrom176
dc.relation.ispartofpageto201
dc.relation.ispartofissue1
dc.relation.ispartofjournalNew Zealand Sociology
dc.relation.ispartofvolume16
dc.subject.fieldofresearchSociology
dc.subject.fieldofresearchcode1608
dc.titleInterlocks or Ownership: New Zealand Boardroom Power
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.facultyArts, Education & Law Group, School of Humanities, Languages and Social Sciences
gro.rights.copyright© 2001 New Zealand Sociology. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal website for access to the definitive, published version.
gro.date.issued2001
gro.hasfulltextFull Text
gro.griffith.authorMurray, Georgina


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