Commitment, Learning, and Alliance Performance: A Formal Analysis Using an Agent-Based Network Formation Model

Current theoretical arguments highlight a dilemma faced by actors who either adopt a weak or strong commitment strategy for managing their alliances and partnerships. Actors who pursue a weak commitment strategy|i.e. immediately abandon current partners when a more pro table alternative is presented|are more likely to identify the most rewarding alliances. On the other hand, actors who enact a strong commitment approach are more likely to take advantage of whatever opportunities can be found in existing partnerships. Using agent-based modeling, we show that actors who adopt a moderate commitment strategy overcome this dilemma and outperform actors who adopt either weak or strong commitment approaches. We also show that avoiding this dilemma rests on experiencing a related tradeo : moderately-committed actors sacri ce short-term performance for the superior knowledge and information that allows them to eventually do better

DRAFT - Design Team Academic Reorganization Proposal

This proposal is the result of the deliberations of the University of Southern Maine Reorganization Design Team: Professor Bruce Clary of Public Policy and Management, Executive Director of Public Affairs Robert S. Caswell, Provost and Vice President for Academic Affairs Dr. Kate L. Forhan, Professor of Professional Education Lynne C. Miller, Vice President for Human Resources and Senior Advisor to the President Judith Ryan, Chief Operating Officer and USM School of Business Dean James B. Shaffer, Special Assistant for Planning and Project Development Dr. Timothy Stevens, and Associate Professor of Classics Jeannine D. Uzzi. All members of the Design Team unanimously endorse the recommendations contained in this document

The Social Climbing Game

The structure of a society depends, to some extent, on the incentives of the individuals they are composed of. We study a stylized model of this interplay, that suggests that the more individuals aim at climbing the social hierarchy, the more society's hierarchy gets strong. Such a dependence is sharp, in the sense that a persistent hierarchical order emerges abruptly when the preference for social status gets larger than a threshold. This phase transition has its origin in the fact that the presence of a well defined hierarchy allows agents to climb it, thus reinforcing it, whereas in a "disordered" society it is harder for agents to find out whom they should connect to in order to become more central. Interestingly, a social order emerges when agents strive harder to climb society and it results in a state of reduced social mobility, as a consequence of ergodicity breaking, where climbing is more difficult.Comment: 14 pages, 9 figure

Social Cohesion, Structural Holes, and a Tale of Two Measures

EMBARGOED - author can archive pre-print or post-print on any open access repository after 12 months from publication. Publication date is May 2013 so embargoed until May 2014.This is an author’s accepted manuscript (deposited at arXiv arXiv:1211.0719v2 [physics.soc-ph] ), which was subsequently published in Journal of Statistical Physics May 2013, Volume 151, Issue 3-4, pp 745-764. The final publication is available at link.springer.com http://link.springer.com/article/10.1007/s10955-013-0722-

Universal Rights and Wrongs

This paper argues for the important role of customers as a source of competitive advantage and firm growth, an issue which has been largely neglected in the resource-based view of the firm. It conceptualizes Penrose’s (1959) notion of an ‘inside track’ and illustrates how in-depth knowledge about established customers combines with joint problem-solving activities and the rapid assimilation of new and previously unexploited skills and resources. It is suggested that the inside track represents a distinct and perhaps underestimated way of generating rents and securing long-term growth. This also implies that the sources of sustainable competitive advantage in important respects can be sought in idiosyncratic interfirm relationships rather than within the firm itself

Network organizations of general practitioners: antecedents of formation and consequences of participation

BACKGROUND: Network forms of organization are increasingly popular in primary care. At the end of the 1990s General Practitioners (GPs) in Italy were given the opportunity to adopt network forms of organization with the aim of improving the quality of their services. However factors affecting GPs' choices to join a network and the consequences of network membership have not been evaluated. METHODS: Administrative data of a Local Health Authority in Central Italy were analyzed using statistical methods at individual and dyadic levels of analysis. RESULTS: Homophily factors seem to influence a GP's choice of network. The consequences of network membership on GP performances seem very limited. CONCLUSIONS: When considering to foster the diffusion of network organizational forms in health care creating a network structure, like that of Italian GPs, is not sufficient. Other features of the implementation phase, work organization and human resource management should also be considered

Hot Streaks in Artistic, Cultural, and Scientific Careers

The hot streak, loosely defined as winning begets more winnings, highlights a specific period during which an individual's performance is substantially higher than her typical performance. While widely debated in sports, gambling, and financial markets over the past several decades, little is known if hot streaks apply to individual careers. Here, building on rich literature on lifecycle of creativity, we collected large-scale career histories of individual artists, movie directors and scientists, tracing the artworks, movies, and scientific publications they produced. We find that, across all three domains, hit works within a career show a high degree of temporal regularity, each career being characterized by bursts of high-impact works occurring in sequence. We demonstrate that these observations can be explained by a simple hot-streak model we developed, allowing us to probe quantitatively the hot streak phenomenon governing individual careers, which we find to be remarkably universal across diverse domains we analyzed: The hot streaks are ubiquitous yet unique across different careers. While the vast majority of individuals have at least one hot streak, hot streaks are most likely to occur only once. The hot streak emerges randomly within an individual's sequence of works, is temporally localized, and is unassociated with any detectable change in productivity. We show that, since works produced during hot streaks garner significantly more impact, the uncovered hot streaks fundamentally drives the collective impact of an individual, ignoring which leads us to systematically over- or under-estimate the future impact of a career. These results not only deepen our quantitative understanding of patterns governing individual ingenuity and success, they may also have implications for decisions and policies involving predicting and nurturing individuals with lasting impact

Measuring personal networks and their relationship with scientific production

The analysis of social networks has remained a crucial and yet understudied aspect of the efforts to measure Triple Helix linkages. The Triple Helix model aims to explain, among other aspects of knowledge-based societies, ¿the current research system in its social context. This paper develops a novel approach to study the research system from the perspective of the individual, through the analysis of the relationships among researchers, and between them and other social actors. We develop a new set of techniques and show how they can be applied to the study of a specific case (a group of academics within a university department). We analyse their informal social networks and show how a relationship exists between the characteristics of an individual¿s network of social links and his or her research output

Academic team formation as evolving hypergraphs

This paper quantitatively explores the social and socio-semantic patterns of constitution of academic collaboration teams. To this end, we broadly underline two critical features of social networks of knowledge-based collaboration: first, they essentially consist of group-level interactions which call for team-centered approaches. Formally, this induces the use of hypergraphs and n-adic interactions, rather than traditional dyadic frameworks of interaction such as graphs, binding only pairs of agents. Second, we advocate the joint consideration of structural and semantic features, as collaborations are allegedly constrained by both of them. Considering these provisions, we propose a framework which principally enables us to empirically test a series of hypotheses related to academic team formation patterns. In particular, we exhibit and characterize the influence of an implicit group structure driving recurrent team formation processes. On the whole, innovative production does not appear to be correlated with more original teams, while a polarization appears between groups composed of experts only or non-experts only, altogether corresponding to collectives with a high rate of repeated interactions