Varieties of corporate networks: Network analysis and fsQCA

Cárdenas, Julián

doi:10.1177/0020715212460257

Cited by 33 publications

(25 citation statements)

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“…Ragin () recommended sorting all configurations by their consistency values and using a substantial gap in this distribution, if existent, as cutoff value. Moreover, Ragin () suggested a minimum value of 0.80 marking “almost always” consistent relationships, which many studies have applied (e.g., Bedo, Allen, & Aldred, ; Cardenas, ; Fiss, ). For H1a, b and H2a, b, there was no clear gap in consistencies, consequently we utilized the benchmark value of 0.80 as minimum consistency.…”

Section: Discussionmentioning

confidence: 99%

The impact of CSR on corporate reputation perceptions of the public—A configurational multi‐time, multi‐source perspective

Rothenhoefer

2018

Business Ethics: A Eur Rev

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This study investigates the connection between corporate social responsibility (CSR) and corporate reputation among the public using fuzzy set qualitative comparative analysis (fsQCA). To examine complex processes underlying the reactions of this influential stakeholder group, hypotheses are drawn from the category diagnosticity approach. Thereby, a psychological model of perceived (im)morality is transferred to the CSR context. In line with these hypotheses, positive/negative CSR activities influence reputation in the expected directions (H1a, b), while the effects of specific configurations of CSR activities reveal an asymmetry suggesting a negativity bias (H2). Further analyses confirm that positive effects require a consistent positive performance regarding prior reputations (H3a) and the aggregated CSR activities of several previous years (H3b, c). Moreover, the relevant patterns vary between industries (H4). The present study thus contributes to CSR research by investigating a powerful but hitherto understudied stakeholder group through a category diagnosticity lens combined with a configurational approach to analysis.

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Section: Discussionmentioning

confidence: 99%

The impact of CSR on corporate reputation perceptions of the public—A configurational multi‐time, multi‐source perspective

Rothenhoefer

2018

Business Ethics: A Eur Rev

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“…China represents the second biggest trading partner for most Latin American economies (CIA 2010), but no Chinese director holds a position on the boards of top Latin American firms. Determinants of corporate network configurations are complex, context-dependent and varied (Cárdenas 2012;Kono et al 1998;Mizruchi 1996) which demand methodological techniques (such as structural equation models and qualitative comparative analysis) that allow for combinations of factors to explain network structures and equifinality, that is, when different conditions lead to identical network structures. Transnational corporate network studies should develop causation models integrating network analysis, econometric analysis and qualitative comparative analysis to trace the conditions of building transnational interlocks, which might be different from those that help build national interlocks.…”

Section: Discussionmentioning

confidence: 99%

“…Burris and Staples (2012) analysed the 112 largest Asian firms -mostly from Japanand found no transnational ties within the region and very few transnational interlocks linking Asia to the Western regions. Nonetheless, specific studies on Asian countries insisted on the lower density of national corporate networks and that interlocking directorates primarily occur within business groups (Cárdenas 2012;Chan 2004;Naudet and Dubost 2014). This fact illustrates one of the distinguishing features between Latin American and Asian nations: national corporate networks in Mexico and Chile are highly connected, which suggest that business groups link with each other, whereas Japanese, Malaysian and Indian business groups do not.…”

Section: Discussionmentioning

confidence: 99%

Are Latin America's corporate elites transnationally interconnected? A network analysis of interlocking directorates

Cárdenas

2014

Global Networks

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Conflicting perspectives appear when thinking about the emergence of a cohesive transnational corporate network in Latin America. On the one hand, regional political integration, foreign investment growth, increased cross-border mergers and acquisitions, and cultural and linguistic homogeneity may have fostered transnational networks among Latin America's corporate elites. On the other hand, domestic-based business groups, family control and trade orientation to the USA may have hindered the emergence of a cohesive transnational corporate network in Latin America. Based on a network analysis of interlocking directorates among the 300 largest corporations in Latin America, I ask whether the region's corporate elites interconnect at the transnational level and form a cohesive transnational corporate network. I found few transnational interlocks, a lack of cohesion in the transnational corporate network and no regional leaders. Corporate elites in Latin America are not transnationally interconnected and so a cohesive transnational corporate network has not emerged. I discuss implications and avenues of future research.

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“…At the same time, the networks in post-Communist and semi-peripheral countries reorganized around business and family groups, that determined capital flows through ownership relations as well as informal and political networks (e.g., Lluch et al 2014;Stark and Vedres 2012). In the same vein, Cárdenas (2012) reports that cohesive networks are generally found in countries with bank-based economies, strong state involvement and where firms are generally owned by few shareholders with large blocs of shares. In contrast, countries with market-based finance, non-interventionist states and dispersed shareholdings tend to have less cohesive networks.…”

Section: Varieties Of Corporate Networkmentioning

confidence: 99%

Interlocking directorates and corporate networks

Sapinski¹,

Carroll²

2018

Handbook of the International Political Economy of the Corporation

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This chapter provides an introduction to the literature on interlocking directorates and corporate networks. It first traces the historical roots of the field back to the early 20th century, when researchers on both sides of the Atlantic started expressing concern about the threat to democratic process posed by the emergent corporate form, the potential for collusion allowed by the growing practice of interlocking directorate, and the general concentration of power in the hands of large firms and banks. It then outlines the major theoretical approaches employed, that focus on the corporate network as a set of both interorganizational and interindividual relationships. Third, it summarizes the main findings on the cohesiveness of the corporate community, the hegemonic position of banks, and historical changes and longitudinal dynamics of the network. Finally, it discusses most recent debates on the globalization, the emergence of a European corporate network, and the decline and recomposition of the corporate community. Introduction: problem, methods and approaches Power structure research and social network analysis Early studies of interlocking directorates and corporate networks date from the formative era of corporate capitalism at the turn of the twentieth century, when many of the smaller firms of competitive capitalism were consolidated into the forerunners to today's giant corporations. These studies were motivated by a deep concern over the increasing potential for collusion which the corporate form brought about, which for some threatened competitive markets, but for others posed a direct threat to democratic institutions, as power was being hoarded for the benefit a minority. In the first important investigation, Otto Jeidel (1905) discovered 1350 interlocking directorates in Germany between the six biggest banks and industry. For him, the interlocks network marked "a new phase in German industrial development caused by concentration and launched by the economic crisis of 1900" (Fennema and Schijf 1978: 298). Jeidel's is precisely the diagnosis at the centre of Rudolf Hilferding's Finance Capital (1981 [1910]). In the same era, Louis D. Brandeis

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Varieties of corporate networks: Network analysis and fsQCA

Cited by 33 publications

References 68 publications

The impact of CSR on corporate reputation perceptions of the public—A configurational multi‐time, multi‐source perspective

The impact of CSR on corporate reputation perceptions of the public—A configurational multi‐time, multi‐source perspective

Are Latin America's corporate elites transnationally interconnected? A network analysis of interlocking directorates

Interlocking directorates and corporate networks

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