文摘
Examining board of directors鈥?decision making in case studies of CEOs and board members in four US companies, we found that an 鈥渋nner board鈥?of directors and CEOs linked by network ties outside of board meetings contained the most influential board members who also shared cognitions about problems. This informal network of ties was affected by the formal governance structure of the board. Strong ties in the informal network led to shared cognitions on the board, demonstrating a link between the formal and network positions of board members and their decision making.