We draw from social information processing theory and research on the framing of information to explore how the administration of social network surveys can influence CEOs' perceptions about their relationship to directors and the potential benefits to be derived from director network ties, thus affecting their subsequent selection and retention of board members in ways that change the firm's board interlock ties. We also consider how the social influence effects of network surveys may radiate beyond survey respondents to influence the actions of managers at other firms in the board interlock network. Our findings suggest network surveys influence the very ties that they are designed to measure. Hypotheses are tested using a unique dataset and research design that combines extensive archival data on board interlocks with original quasi-experimental survey data on CEO/board network ties.