Difference between revisions of "Corporate Elite Networks and Governance Changes in the 1980s"

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== Discussion ==
 
== Discussion ==
  
The authors clustered the fans of certain Facebook Page by connectivity (there's a friend path between any two fans in the same cluster), and claimed that in most clusters, 14% - 18% of the nodes (people) are chain initiators (they liked the Page by searching for it themselves). This percentage is much higher than what others have observed in other social norms. Also, The maximum length of a "like chain" is much longer than the word-of-mouth case, with 86.4% of the "like chains" have at least 4 nodes, and the longest chain being 82-node long. This may provide marketers some useful information when they decide where to put their ads next time.
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The "golden parachute" practice is more popular in the management layers because it directly protects their interest by giving them direct compensation in the form of cash.  
 
 
What also contradicts with previous assumption is the property of decentralization. The diffusion of the like-a-Page action is not correlated with how active a user is or how many friends he/she has. The only controlling factor here is the likelihood of his/her like-a-Page action to appear on his/her friends' news feeds. Also, instead of starting from a small number of initiator nodes and spread out to their adjacent nodes, the global diffusion cascades starts with a large number of nodes who initiate short chains; each of those chains then quickly collide into a large single cluster.
 
  
 
== Related Papers ==
 
== Related Papers ==

Revision as of 22:01, 1 October 2012

Citation

Gerald F. David, Henrich R. Greve. Corporate Elite Networks and Governance Changes in the 1980s, The American Journal of Sociology, Vol. 103, No. 1. (Jul., 1997), pp. 1-37.

Online version

External link

Summary

This paper analyzed the diffusion of two practices adopted by corporations in the United States during the 1980s, in order to deal with hostile takeovers. During a takeover, the initiators of the takeover will buy stocks of the targeting corporation from its shareholders at a high premium, in return for control of the corporation. During this process, the upper management suffers because they would lose their job, should the takeover succeeded.

The "golden parachute" practice awards the management generous severance packages (typically three years' salary) to compensate for their lost of employment; whereas the "poison pill" practice enables the shareholders to buy the stocks at a 50% discount, which in effect raised the cost of hostile takeovers (if the shareholders decide not approve the takeover).

At the end of the 1980s, most corporations have adopted either one of the practices, and the split is around 50/50. However, it took the "golden parachute" 7 years to achieve its saturation (around 50%), whereas "poison pill" took only 3 years.

The author argues that one of the explanation of this difference in adoption speed lies in the fact that the two practices are seen more legitimate from different group of corporate elites, that have distinct ways of spreading and taking information.

Discussion

The "golden parachute" practice is more popular in the management layers because it directly protects their interest by giving them direct compensation in the form of cash.

Related Papers

  • Watts, D. J. and Dodds, P. S. 2007. Influentials, Networks, and Public Opinion Formation. Journal of Consumer Research 34: 441-58.
  • Leskovec, J. et al. 2007. Cascading Behavior in Large Blog Graphs. In SIAM International Conference on Data Mining.

Study Plan

You may first want to take a look at Binomial regression and Poisson regression.

Also, read the papers in the "Related Papers" section.