Exploring governance connections among Hawaii's cooperative organizations
This analysis examines board interlocks—when individuals serve on multiple cooperative boards—to understand governance networks,
shared leadership, and potential coordination among Hawaii's cooperative sector. Board interlocks can indicate knowledge sharing,
strategic alignment, or concentration of influence across organizations.
🔍 Filters
📊 Active Only🔗 Interlocks Only
📊 Dashboard
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Companies
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Total Officers
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Officers on Multiple Boards
Incorporations by Year
Officers Added by Year
🕸️ Interactive Network Graph
Legend:
👤Person (Board Member)
🏢Active Company
Company (Other Status)
Dissolved Company
Tip: Node size indicates number of connections. Click nodes to view details. Drag to reposition. Zoom with mouse wheel.
🏢 Companies
Company Name
Status
Type
Age
Officers
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📋 Officers List
Name
Company
Title
Start Date
Officer Type
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📈 Key Findings
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Max Boards
3.8%
Network Density
26
Communities Detected
Officers on Multiple Boards
Rank
Name
Boards
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🗺️ Geographic Analysis
Companies by Island/City
Regional Statistics
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📅 Temporal & Lifecycle Analysis
Company Age Distribution
Formation vs Dissolution Timeline
Lifecycle Statistics
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🏭 Industry & Sector Analysis
Companies by Sector
Sector Interlocks
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Network Characteristics
Highly Fragmented: Low density (3.8%) indicates organizations are mostly independent
Development Pattern: Unlike traditional corporate interlocks, this shows cooperative development activity
High Failure Rate: 56.7% of interlocked companies are dissolved - suggests high-risk sector
Community Structure: 26 distinct communities suggest limited cross-sector connections
Data Quality Note
⚠️ Person ID Issue: The BREG database assigns different Person IDs to the same individual across different companies.
This analysis correctly uses Person Name as the unique identifier. All 46 people with multiple boards have multiple Person IDs (1:1 correlation).