No abstract

This study provides the first systematic, international, large-scale evidence on the extent and nature of multiple institutional affiliations on journal publications.Studying more than 15 million authors and 22 million articles from 40 countries we document that: In 2019, almost one in three articles was (co-)authored by authors with multiple affiliations and the share of authors with multiple affiliations increased from around 10% to 16% since 1996. The growth of multiple affiliations is prevalent in all fields and it is stronger in high impact journals. About 60% of multiple affiliations are between institutions from within the academic sector.International co-affiliations, which account for about a quarter of multiple affiliations, most often involve institutions from the United States, China, Germany and the United Kingdom, suggesting a core-periphery network. Network analysis also reveals a number communities of countries that are more likely to share affiliations. We discuss potential causes and show that the timing of the rise in multiple affiliations can be linked to the introduction of more competitive funding structures such as "excellence initiatives" in a number of countries. We discuss implications for science and science policy.

IT expertise cannot be viewed as a decisive asset in organisational tournaments. Survey findings suggest IT competence is associated with severe handicaps in power contests between professional/managerial strata. At least for the present, there are strongly negative implications for hypotheses of organisational ascendancy for IT professionals or for their succesful achievement of a collective mobility project. An ascendancy problematicDiscovery of a new occupational elite apparently capable of seizing control of work organisations, together with an outline of how the contenders might achieve their mission, periodically adds spice to the sociology of economic life. Produced initially by hard-headed observers, and on first appearance a level-headed forecast based on hard evidence, such scenarios run into trouble once logical deduction is allowed free rein. It may then be argued that, exploiting its new-found influence, the rising elite will create a state of normative and relational disorder in the way work organisations function. A collective mobility operation, or even a thoroughgoing ('revolutionary') transformation in the structures of authority and prestige within the workplace, may be seen as a necessary outcome. The analyst may at last metamorphose into a prophet pure and simple, confidently predicting wider effects on the organisation of economic life. Bread-and-butter incremental changes in work organisations will thus finally achieve, culturally speaking, a kind of critical mass and burst upon society, politics, and the government. Unprepared to offer resistance, or incapable of organising it, the old elites will be swept aside together with their outmoded institutions and philosophies.James Burnham's thesis of a managerial revolution is still the best-known specimen of the type, and Krishan Kumar (1978,

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