Abstract
How behavior and institutions are affected by social relations is one of classic questions of social theory. The usual neoclassical accounts provide an “under- socialized” or “atomized-actor” explanation of economic action, while reformist economists attempt to bring social structure in concern the extent to which economic action is embedded in structures of social relation, in modern industrial society. There is a distinguished tradition of conceptualization and research arguing that boards of directors’ composition can influence a variety of organizational outcomes. This paper is attend to examine the extent to which boards of directors’ boundary spanning relations, their external ties and relations inside and outside their industry affecting organizational outcomes and performance. I posit that the informational and social influences of external ties are a kind of social capital of the company and will be beneficial to firm performance. I also wonder the extent to which intra-industry and extra-industry ties of a board composition is related to organizational outcomes. This research includes a case setting on HsinChu Science Park, tried to find out whether a single central person, one who has the highest degree of centrality in semiconductor industry, is able to make a significant effect on the development of an Industry.