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managerial objectives that drive the formation and maintenance of board interlock
ties may be subject to social influence. The particular form of social influence
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of information to suggest how the administration of social network surveys can
influence managers’ perceptions about their relationship to directors and
the potential benefits to be derived from director network ties, thus affecting
their subsequent selection of board members in ways that change the firm’s
board interlock ties.We also consider how this social influence effect may diffuse
beyond the actual survey respondents to create a more pervasive influence on the
actions of managers at other firms in the board interlock network. We test our
theoretical argument with an original quasiexperiment in which CEOs are randomly
assigned to different versions of a survey questionnaire that have the potential to
prime different schemata about the possible benefits to be derived from board
network ties. Beyond addressing the potential for social influence in the formation
and maintenance of board network ties, our study also addresses the potential for
unintended reactive measurement effects in social network research, wherein network
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