Interlocking Directorates and Interest Group Formation

Mintz, Beth; Schwartz, Michael

doi:10.2307/2095083

Cited by 153 publications

(84 citation statements)

References 3 publications

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“…The idea that some groups or organizations have core/periphery structures has enjoyed considerable attention in social network analysis (e.g., Mintz and Schwartz 1981, Barsky 1999, Cummings and Cross 2003. To illustrate this idea, consider Figure 1.…”

Section: Core/periphery Social Network Position Andmentioning

confidence: 99%

A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry

Cattani

Ferriani

2008

Organization Science

542

457

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This is the published version of the paper.This version of the publication may differ from the final published version. Permanent repository link Full terms and conditions of use: http://pubsonline.informs.org/page/terms-and-conditionsThis article may be used only for the purposes of research, teaching, and/or private study. Commercial use or systematic downloading (by robots or other automatic processes) is prohibited without explicit Publisher approval, unless otherwise noted. For more information, contact permissions@informs.org.The Publisher does not warrant or guarantee the article's accuracy, completeness, merchantability, fitness for a particular purpose, or non-infringement. Descriptions of, or references to, products or publications, or inclusion of an advertisement in this article, neither constitutes nor implies a guarantee, endorsement, or support of claims made of that product, publication, or service. Copyright © 2008, INFORMS Please scroll down for article-it is on subsequent pagesINFORMS is the largest professional society in the world for professionals in the fields of operations research, management science, and analytics. For more information on INFORMS, its publications, membership, or meetings visit http://www.informs.org Organization Science Vol. 19, No. 6, November-December 2008, pp. T he paper advances a relational perspective to studying creativity at the individual level. Building on social network theory and techniques, we examine the role of social networks in shaping individuals' ability to generate a creative outcome. More specifically, we argue that individuals who occupy an intermediate position between the core and the periphery of their social system are in a favorable position to achieve creative results. In addition, the benefits accrued through an individual's intermediate core/periphery position can also be observed at the team level, when the same individual works in a team whose members come from both ends of the core/periphery continuum. We situate the analysis and test our hypotheses within the context of the Hollywood motion picture industry, which we trace over the period 1992-2003. The theoretical implications of the results are discussed.

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Section: Core/periphery Social Network Position Andmentioning

confidence: 99%

A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry

Cattani

Ferriani

2008

Organization Science

542

457

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“…While Thomas Koenig (1979) was the first scholar to adopt this line of enquiry, Beth Mintz and Michael Schwartz picked up the issue in the early 1980s and published an influential article on interlocks and interest group formation (Mintz and Schwartz 1981). Later, Mark Mizruchi worked with Tom Koenig on the impact of interlocks on corporate donations to political parties and candidacies (Mizruchi and Koenig 1986).…”

Section: How the Business Schools Took Over In The Usamentioning

confidence: 99%

When theory meets methods: the naissance of computer assisted corporate interlock research

Fennema

Heemskerk

2017

Global Networks

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“…Studies of affiliation networks, like interlocking directorship (Mintz and Schwartz 1981), and voluntary organizations (McPherson, and Smith-Lovin, 1987), all conceptualize an affiliation network in terms of a set of actors and a set of social occasions or events (Wasserman and Faust 1994). Events or focuses are largely viewed as a method of classification and categorization rather than as actors which can be specifically analyzed and whose actions affect the value of affiliation.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Exploring Mediators: Effects of the Composition of Organizational Affiliation on Organization Survival and Mediator Performance

Sasson

2008

Organization Science

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Market mediation literature has been taking primarily a triadic view in studying the role and impact of mediators, actors that occupy a middle position, on supply and demand conditions in markets. Mediating organizations facilitate exchange relationship on continuous basis between multiple networks of interdependent affiliated actors. An affiliation structure gives rise to the property of duality whereby the behavior and performance of the affiliates affect the behavior and performance of mediators and vice versa. In the context of the banking industry, this study examines how the structural properties of the underlying network of affiliated organizations affect the survival of affiliated organizations and the performance of mediating organizations. The results show that firms that are affiliated with mediating organizations having high customer-set connectedness or with those that are industry specialists increase their chances of survival. Furthermore, mediating organizations having high customer-set connectedness experience lower loan loss than peripheral ones. The study contributes to organizational studies by incorporating a network view to the predominately triadic market mediation literature, explicating the determinants of the effectiveness by which mediating services are rendered, and suggesting new sources of competitive advantage that advance as well as complement established explanations. Implications for the network perspective, organizational technology and the economic theory of the banking firm, as well as firm and mediator management are considered.

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Interlocking Directorates and Interest Group Formation

Cited by 153 publications

References 3 publications

A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry

A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry

When theory meets methods: the naissance of computer assisted corporate interlock research

Exploring Mediators: Effects of the Composition of Organizational Affiliation on Organization Survival and Mediator Performance

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