Executives’ network change and their promotability during a merger

Wookje Sung; Giuseppe Labianca; Jesse M. Fagan

doi:10.5465/AMBPP.2018.150

Executives’ network change and their promotability during a merger

Wookje Sung, Giuseppe Labianca, Jesse M. Fagan

Management

Research output: Contribution to conference › Paper › peer-review

1 Scopus citations

Abstract

Previous research suggests that large, open personal networks with many structural holes help executives’ career, focusing on stable organizations. Using pre- and post-merger email networks, however, we find that building closed networks can be more advantageous if they are created across organizational boundaries (legacy organizational and functional) during a merger.

Original language	English
DOIs	https://doi.org/10.5465/AMBPP.2018.150
State	Published - 2018
Event	78th Annual Meeting of the Academy of Management, AOM 2018 - Chicago, United States Duration: Aug 10 2018 → Aug 14 2018

Conference

Conference	78th Annual Meeting of the Academy of Management, AOM 2018
Country/Territory	United States
City	Chicago
Period	8/10/18 → 8/14/18

Bibliographical note

Publisher Copyright:
© 2018 Academy of Management. All rights reserved.

ASJC Scopus subject areas

Management Information Systems
Management of Technology and Innovation
Industrial relations

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

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10.5465/AMBPP.2018.150

Cite this

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abstract = "Previous research suggests that large, open personal networks with many structural holes help executives{\textquoteright} career, focusing on stable organizations. Using pre- and post-merger email networks, however, we find that building closed networks can be more advantageous if they are created across organizational boundaries (legacy organizational and functional) during a merger.",

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AB - Previous research suggests that large, open personal networks with many structural holes help executives’ career, focusing on stable organizations. Using pre- and post-merger email networks, however, we find that building closed networks can be more advantageous if they are created across organizational boundaries (legacy organizational and functional) during a merger.

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ER -

Executives’ network change and their promotability during a merger

Abstract

Conference

Bibliographical note

ASJC Scopus subject areas

UN SDGs

Access to Document

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Cite this