Isomorphic effects of managerial and directoral career paths

The extensive array of interlocking directorate research remains near-exclusively cross-sectional or comparative cross-sectional in nature. While this has been fruitful in identifying persistent structures of inter-organisational relationships evidence of the impact of these structures on organisational performance or activity has been more limited. This should not be surprising because, by their nature, relationships have strong longitudinal and dynamic qualities that are likely to be difficult to isolate through cross-sectional approaches. Clearly, managerial practice is inevitably strongly conditioned by the specific contingencies of the time and the information available through networks of colleagues and advisers (particularly at board level) at the time. But managerial and directoral capabilities and mental sets are also developed over time, particularly through previous experiences in these roles and the formation of long-lasting 'strong' and 'weak' relationships. This paper tests the influence of three longitudinal dimensions of managers and directors' relationships on a set of indicators of financial performance, drawing from a large dataset of detailing historic board membership of UK firms. It finds evidence of isomorphic processes through these channels and establishes that the longitudinal design considerably enhances the detection of performance effects from directorate interlocks. More broadly, the research has implications for the conception of collective action and the constitution of 'community'

The end of stigma? Understanding the dynamics of legitimisation in the context of TV series consumption

This research contributes to prior work on stigmatisation by looking at stigmatisation and legitimisation as social processes in the context of TV series consumption. Using in-depth interviews, we show that the dynamics of legitimisation are complex and accompanied by the reproduction of existing stigmas and creation of new stigmas

Managing the Paradox of Growth in Brand Communities Through Social Media

The commercial benefits of online brand communities are an important focus for marketers seeking deeper engagement with increasingly elusive consumers. Managing participation in these socially bound brand conversations challenges practitioners to balance authenticity towards the community against corporate goals. This is important as social media proliferation affords communities the capacity to reach a scale well beyond their offline equivalents and to operate independently of brands. While research has identified the important elements of engagement in brand communities, less is known about how strategies required to maximise relationships in these circumstances must change with growth. Using a case study approach, we examine how a rapidly growing firm and its community have managed the challenges of a maturing relationship. We find that, in time, the community becomes self-sustaining, and a new set of marketing management strategies is required to move engagement to the next level

Managing the Paradox of Growth in Brand Communities Through Social Media

The commercial benefits of online brand communities are an important focus for marketers seeking deeper engagement with increasingly elusive consumers. Managing participation in these socially bound brand conversations challenges practitioners to balance authenticity towards the community against corporate goals. This is important as social media proliferation affords communities the capacity to reach a scale well beyond their offline equivalents and to operate independently of brands. While research has identified the important elements of engagement in brand communities, less is known about how strategies required to maximise relationships in these circumstances must change with growth. Using a case study approach, we examine how a rapidly growing firm and its community have managed the challenges of a maturing relationship. We find that, in time, the community becomes self-sustaining, and a new set of marketing management strategies is required to move engagement to the next level

Report of the Secretary of the Interior; being part of the message and documents communicated to the two Houses of Congress at the beginning of the first session of the Fifty-second Congress : Annual Report of the Commissioner of Education, 1891

Annual Message to Congress with Documents; Pres. Harrison. 9 Dec. HED 1, 52-1, v1-22. 17201p. [2920-2942]Negotiations with Indians for reduction of their reservations ; education of the Indians; Sioux outbreak of 1890; land cessions in Oklahoma Territory; annual report of the Sec. of War (Serials 2921-2930); annual report of the Sec. of Interior (Serials 2933-2939); annual report of the Gen. Land Office (Serial 2933); annual report of the CIA (Serial 2934); etc