The Other Pathway To The Boardroom: Interpersonal Influence Behavior As A Substitute For Elite Credentials And Majority Status In Obtaining Board Appointments

Using survey data on interpersonal influence behavior from a large sample of managers and chief executive officers (CEOs) at Forbes 500 companies, we examine how ingratiatory behavior directed at individuals who control access to board positions can provide an alternative pathway to the boardroom for managers who lack the social and educational credentials associated with the power elite. Findings show that top managers who engage in ingratiatory behavior toward their CEO, with ingratiation comprising flattery, opinion conformity, and favor-rendering, will be more likely to receive board appointments at other firms where their CEO serves as director and at boards to which the CEO is indirectly connected in the board interlock network. Further results suggest that interpersonal influence behavior substitutes to some degree for the advantages of an elite background or demographic majority status. Our findings help explain why norms of director deference to CEOs have persisted despite increased diversity in the corporate elite and have implications for research on corporate governance, social networks in the corporate elite, and for the sociological question of whether demographic minorities and individuals who lack privileged backgrounds have equal access to positions of leadership in large U.S. companies. Our study ultimately suggests that such individuals face a rather subtle and perhaps unexpected form of social discrimination, in that they must engage in a higher level of interpersonal influence behavior in order to have the same chance of obtaining a board appointment.Managemen

Cooperative Or Controlling? The Effects Of Ceo-Board Relations And The Content Of Interlocks On The Formation Of Joint Ventures

This study examines the influence of the social network of board interlocks on strategic alliance formation. Our theoretical framework suggests how board interlock ties to other firms can increase or decrease the likelihood of alliance formation, depending on the content of relationships between CEOs (chief executive officers) and outside directors. Results suggest that CEO-board relationships characterized by independent board control reduce the likelihood of alliance formation by prompting distrust between corporate leaders, while CEO-board cooperation in strategic decision making appears to promote alliance formation by enhancing trust. The findings also show how the effects of direct interlock ties are amplified further by third-party network ties.Business Administratio

Getting By With The Advice Of Their Friends: Ceos' Advice Networks And Firms' Strategic Responses To Poor Performance

This paper theorizes that relatively poor firm performance can prompt chief executive officers (CEOs) to seek more advice from executives of other firms who are their friends or similar to them and less advice from acquaintances or dissimilar others and suggests how and why this pattern of advice seeking could reduce firms' propensity to change corporate strategy in response to poor performance. We test our hypotheses with large-sample survey data on the identities of CEOs' advice contacts and archival data on firm performance and corporate strategy. The results confirm our hypotheses and show that executives' social network ties can influence firms' responses to economic adversity, in particular by inhibiting strategic change in response to relatively poor firm performance. Additional findings indicate that CEOs' advice seeking in response to low performance may ultimately have negative consequences for subsequent performance, suggesting how CEOs' social network ties could play an indirect role in organizational decline and downward spirals in firm performance.Business Administratio

Director Reputation, Ceo-Board Power, And The Dynamics Of Board Interlocks

This study advances research on CEO-board relationships, interlocking directorates, and director reputation by examining how contests for intraorganizational power can affect interorganizational ties. We propose that powerful top managers seek to maintain their control by selecting and retaining board members with experience on other, passive boards and excluding individuals with experience on more active boards. We also propose that powerful boards similarly seek to maintain their control by favoring directors with a reputation for more actively monitoring management and avoiding directors with experience on passive boards. Hypotheses are tested longitudinally using CEO-board data taken from 491 of the largest U.S. corporations over a recent seven-year period. The findings suggest that variation in CEO-board power relationships across organizations has contributed to a segmentation of the corporate director network. We discuss how our perspective can reconcile contrary views and debates on whether increased board control has diffused across large U.S. corporations.(.)Managemen

Defections From The Inner Circle: Social Exchange, Reciprocity, And The Diffusion Of Board Independence In Us Corporations

This study seeks to reconcile traditional sociological views of the corporate board as an instrument of elite cohesion with recent evidence of greater board activism and control over top management. We propose that CEO-directors may typically support fellow CEOs by impeding increased board control over management but that CEO-directors may also foster this change if they have experienced it in their own corporation. Drawing on social exchange theory, we develop and test the argument that these CEO-directors may experience a reversal in the basis for generalized social exchange with other top managers from one of deference and support to one of independence and control. Using data from a large sample of major U.S. corporations over a recent ten-year period, we show (1) how CEO-directors ''defect'' from the network of mutually supportive corporate leaders, (2) how defections have diffused across organizations and over time, and (3) how this has contributed to increased board control, as measured by changes in board structure, diversification strategy, and contingent compensation. We also provide evidence that a social exchange perspective can explain the diffusion of these changes better than more conventional perspectives on network diffusion that emphasize imitation or learning.Business Administratio

An experimental study of plane mixing layer development

Mean flow and turbulence was measured in the near field of two plane mixing layers in air with a maximum velocity of 21 m/sec. The experimental rig enabled mixing layers of velocity ratios 0 and 0.46 to be generated simultaneously. Gases with both tripped and untripped initial boundary layers were studied. It was found that the two stream layer developed to the self preserving state in a distance much shorter than did the single stream layer which followed accepted criteria for the development distance. The asymptotic levels of the turbulence quantities in the two stream layer and the development of the single stream layer showed agreement with existing data. It is suggested that the two stream mixing layer should provide a better test case for the development of turbulence models and calculation methods than the single stream mixing layer

Customization Or Conformity? An Institutional And Network Perspective On The Content And Consequences Of TQM Adoption

This study develops a theoretical framework that integrates institutional and network perspectives on the form and consequences of administrative innovations. Hypotheses are tested with survey and archival data on the implementation of total quality management (TQM) programs and the consequences for organizational efficiency and legitimacy in a sample of over 2,700 U.S. hospitals. The results show that early adopters customize TOM practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. The findings suggest that institutional factors moderate the role of network membership in affecting the form of administrative innovations adopted and provide strong evidence for the importance of institutional factors in determining how innovations are defined and implemented. We discuss implications for theory and research on institutional processes and network effects and for the literatures on innovation adoption and total quality management.(.)Business Administratio

Observation of Scaling Violations in Scaled Momentum Distributions at HERA

Charged particle production has been measured in deep inelastic scattering (DIS) events over a large range of $x$ and $Q^2$ using the ZEUS detector. The evolution of the scaled momentum, $x_p$, with $Q^2,$ in the range 10 to 1280 $GeV^2$, has been investigated in the current fragmentation region of the Breit frame. The results show clear evidence, in a single experiment, for scaling violations in scaled momenta as a function of $Q^2$.Comment: 21 pages including 4 figures, to be published in Physics Letters B. Two references adde

Edinger-Westphal Nucleus

This report contains a summary of expression patterns for genes that are enriched in the Edinger-Westphal nucleus (EW) of the midbrain. All data are derived from the Allen Brain Atlas (ABA) in situ hybridization mouse project. The structure's location and morphological characteristics in the mouse brain are described using the Nissl data found in the Allen Reference Atlas. Using an established algorithm, the expression values of the Edinger-Westphal nucleus were compared to the values of its larger parent structure, in this case the midbrain, for the purpose of extracting regionally selective gene expression data. The highest ranking genes were manually curated and verified. 50 genes were then selected and compiled for expression analysis. The experimental data for each gene may be accessed via the links provided; additional data in the sagittal plane may also be accessed using the ABA. Correlations between gene expression in the Edinger-Westphal nucleus and the rest of the brain, across all genes in the coronal dataset (~4300 genes), were derived computationally. A gene ontology table (derived from DAVID Bioinformatics Resources 2007) is also included, highlighting possible functions of the 50 genes selected for this report. 
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Measurement of [OIII] Emission in Lyman Break Galaxies

Measurements of [OIII] emission in Lyman Break galaxies (LBGs) at z>3 are presented. Four galaxies were observed with narrow-band filters using the Near-IR Camera on the Keck I 10-m telescope. A fifth galaxy was observed spectroscopically during the commissioning of NIRSPEC, the new infrared spectrometer on Keck II. The emission-line spectrum is used to place limits on the metallicity. Comparing these new measurements with others available from the literature, we find that strong oxygen emission in LBGs may suggest sub-solar metallicity for these objects. The [OIII]5007 line is also used to estimate the star formation rate (SFR) of the LBGs. The inferred SFRs are higher than those estimated from the UV continuum, and may be evidence for dust extinction.Comment: 25 pages, including 6 figures. Accepted for publication in Ap