Executives’ network change and their promotability during a merger

Wookje SUNG; Giuseppe Labianca; Jesse Michael Fagan

doi:10.5465/AMBPP.2018.150

Executives’ network change and their promotability during a merger

Wookje SUNG^*, Giuseppe Labianca, Jesse Michael Fagan

^*Corresponding author for this work

Department of Management

Research output: Chapter in book/report/conference proceeding › Conference contribution › peer-review

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
Title of host publication	Academy of Management Proceedings 2018
Publisher	Academy of Management
DOIs	https://doi.org/10.5465/AMBPP.2018.150
Publication status	Published - 1 Aug 2018
Event	78th Annual Meeting of the Academy of Management, AOM 2018 - Chicago, United States Duration: 10 Aug 2018 → 14 Aug 2018

Publication series

Name	Academy of Management Proceedings
Publisher	Academy of Management
ISSN (Print)	0065-0668
ISSN (Electronic)	2151-6561

Conference

Conference	78th Annual Meeting of the Academy of Management, AOM 2018
Country/Territory	United States
City	Chicago
Period	10/08/18 → 14/08/18

Scopus Subject Areas

Management Information Systems
Management of Technology and Innovation
Industrial relations

Access to Document

10.5465/AMBPP.2018.150

Cite this

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title = "Executives{\textquoteright} network change and their promotability during a merger",

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.",

author = "Wookje SUNG and Giuseppe Labianca and Fagan, {Jesse Michael}",

note = "Publisher Copyright: {\textcopyright} 2018 Academy of Management. All rights reserved. Copyright: Copyright 2019 Elsevier B.V., All rights reserved.; 78th Annual Meeting of the Academy of Management, AOM 2018 ; Conference date: 10-08-2018 Through 14-08-2018",

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AU - Labianca, Giuseppe

AU - Fagan, Jesse Michael

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N2 - 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.

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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U2 - 10.5465/AMBPP.2018.150

DO - 10.5465/AMBPP.2018.150

M3 - Conference contribution

AN - SCOPUS:85054569220

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Executives’ network change and their promotability during a merger

Abstract

Publication series

Conference

Scopus Subject Areas

Access to Document

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