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	Board Interlock Network Analysis	Diversification-Performance Analysis (Rumelt Categories)
Odbor	Strategický manažment	Strategický manažment
Rodina	Process / pipeline	Process / pipeline
Rok vzniku	1996	1974
Tvorca	Mark S. Mizruchi; Gerald F. Davis	Richard P. Rumelt; Krishna Palepu
Typ	Network-analytic pipeline for inter-firm ties created by shared directors	Classification-and-comparison pipeline relating diversification type to firm performance
Pôvodný zdroj	Mizruchi, M. S. (1996). What do interlocks do? An analysis, critique, and assessment of research on interlocking directorates. Annual Review of Sociology, 22, 271-298.	Rumelt, R. P. (1974). Strategy, Structure, and Economic Performance. Division of Research, Graduate School of Business Administration, Harvard University. ISBN: 9780875841090
Ďalšie názvy	Interlocking Directorate Analysis, Director Interlock Network Analysis, Corporate Board Network Analysis, Intercorporate Network Analysis	Rumelt Diversification Category Analysis, Related vs Unrelated Diversification Analysis, Corporate Diversification Strategy Classification, Diversification Strategy-Performance Linkage
Príbuzné	3	3
Zhrnutie	Board interlock network analysis treats the corporate economy as a network in which two firms are tied whenever they share a director, and studies how these interlocking directorates channel information, influence, and the diffusion of practices among companies. Mizruchi's 1996 Annual Review of Sociology synthesis crystallized the field, distinguishing the determinants of interlocks from their consequences and cataloguing the mechanisms — collusion, cooptation and monitoring, legitimacy, career advancement, and social cohesion — that interlocks have been argued to serve. Davis's 1991 study of how the poison-pill takeover defense spread through the board network gave the perspective its canonical demonstration that corporate practices diffuse along director ties. The method combines two-mode-to-one-mode network construction with positional metrics and diffusion modeling.	Diversification-performance analysis asks whether the kind of diversification a firm pursues — staying focused, expanding into related businesses, or building an unrelated conglomerate — is systematically associated with how well the firm performs. The categorical version originates with Rumelt's 1974 Strategy, Structure, and Economic Performance, which classified diversified firms by specialization and relatedness ratios into single-business, dominant-business, related, and unrelated types and found that related diversifiers tended to outperform unrelated ones. Palepu's 1985 study reframed diversification with the continuous Jacquemin-Berry entropy measure, again finding that related diversification was associated with superior profit growth, and showed how the index approach and Rumelt's categorical method can be combined to gain both objectivity and conceptual richness.