Reputational leadership and preference similarity
Explaining organisational collaboration in bank policy networks
Bibliographic Data
| ID | 6256862 |
|---|---|
| Authors | Scott James (0000-0002-4632-9288, King's College London UK, corresponding author), Dimitris Christopoulos (0000-0001-7367-1129, MODUL University Vienna Austria) |
| Year | 2018 |
| Volume | 57 |
| Issue | 2 |
| Pages | 518-538 |
| Publication date | 2018-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | European Journal of Political Research (JOURNAL) |
| Journal identifiers | ISSN: 0304-4130 • E-ISSN: 1475-6765 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1475-6765.12237 |
| OpenAlex | W2752697113 |
| Language | EN |
| Citations received | 9 |
| References cited | 44 |
This article contributes to our understanding of the formation of policy networks. Research suggests that organisations collaborate with those that are perceived to be influential in order to access scarce political resources. Other studies show that organisations prefer to interact with those that share core policy beliefs on the basis of trust. This article seeks to develop new analytical tools for testing these alternative hypotheses. First, it measures whether perceptions of reputational leadership affect the likelihood of an organisation being the target or instigator of collaboration with others. Second, it tests whether the degree of preference similarity between two organisations makes them more or less likely to collaborate. The article adopts a mixed‐methods approach, combining exponential random graph models (ERGM) with qualitative interviews, to analyse and explain organisational collaboration around United Kingdom banking reform. It is found that reputational leadership and preference similarity exert a strong, positive and complementary effect on network formation. In particular, leadership is significant whether this is measured as an organisational attribute or as an individually held perception. Evidence is also found of closed or clique‐like network structures, and heterophily effects based on organisational type. These results offer significant new insights into the formation of policy networks in the banking sector and the drivers of collaboration between financial organisations
Business · Economics · Exponential random graph models · Microeconomics · Order (exchange · Perception · Political science · Politics · Preference · Proposition · Public relations · Random graph · Similarity (geometry · Computer Science · Policy Transfer and Learning · Political Influence and Corporate Strategies · Psychology · Public Policy and Administration Research · Finance · Marketing
The power of the banking lobby and its consequences
European networks, domestic governance and the second-order effects of Brexit
The internationalization of European financial networks
Explaining why public officials perceive interest groups as influential
Sticky Networks in Times of Change
The roles actors play in policy networks
What contributes to the collaborative network of emergency information release? A case study of Covid-19 response in China
Information exchange networks at the climate science‐policy interface
Patterns of Policy Networks at the Local Level in Germany
Comparing Policy Networks
Social Network Analysis
Perceived Organizational Support and Leader-Member Exchange
Ergm
Goodness of Fit of Social Network Models
Leadership in the Shaping and Implementation of Collaboration Agendas
Bringing the Individual Back In
Policy change and learning
Perceiving the political landscape
Multiplex networks and interest group influence reputation
Unpacking reputational power
Drivers of collaboration to mitigate climate change
Is politics power or policy oriented? A comparative analysis of dynamic access models in policy networks
Lobbying as a collective enterprise
A Bias Towards Business? Assessing Interest Group Influence on the U.S. Bureaucracy
Navigating the Range of Statistical Tools for Inferential Network Analysis
Exponential Random Graph Models for Social Networks
Familiarity Breeds Trust
Drivers of Collaboration in Political Decision Making
The Rationale Determining Advocacy Coalitions
Ideology, Power, and the Structure of Policy Networks
Comparing Policy Networks
Interorganizational Collaboration Networks in Economic Development Policy
Policy Entrepreneurship and Policy Change
Dynamic Modeling of Policy Networks in Amsterdam
Network Constraints in EU Banking Regulation
Belief Systems and Social Capital as Drivers of Policy Network Structure
Explaining Coordination in Collaborative Partnerships and Clarifying the Scope of the Belief Homophily Hypothesis
Structural and Institutional Determinants of Influence Reputation
The structural-informational power of business
Autonomous Policy Leadership
Exceptional or just well connected? Political entrepreneurs and brokers in policy making
Leadership
Watershed Partnerships and the Emergence of Collective Action Institutions
Information Exchange in Policy Networks
Self‐Organizing Policy Networks
Interest Groups' Decisions to Join Alliances or Work Alone
Political Homophily and Collaboration in Regional Planning Networks
Political Networks
| Unique citing works | 9 |
|---|---|
| Citations per year | 1,5 |
| Citation span | 2020 - 2026 (7) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 9 |