In China, most university education foundations seek to increase fundraising capacity through the strategy of interlocking directorates, establishing a resource-sharing platform with alumni associations. Supported by resource-dependence theory and social network theory, based on data from a sample of 88 foundations, this study tests the effectiveness of the strategy of interlocking directorates. The result of the study shows that the secretary-general intensity has a significant negative influence on fundraising capacity, while the board-chairperson intensity and the interlocking range have no significant influence on fundraising capacity. Under the existing management system, university education foundations can get beyond the predicament of the ineffective strategy of interlocking directorates by further standardizing their systems and procedures for appointing directors, giving greater impetus to the transformation of individual capital into social capital, and promoting professional and specialized operations.
BerardoR.“Sustaining Joint Ventures: The Role of Resource Exchange and the Strength of Interorganizational Relationships”Self-Organizing Federalism: Collaborative Mechanisms to Mitigate Institutional Collective Action2009204228
GuoXiujing“An Analysis of the Current Conditions of Chinese University Education Foundations, with Considerations of Options in Further Development”Journal of Tianjin University (Social Sciences)2009Issue 3234238