Second-Order Imitation: Uncovering Latent Effects of Board Network Ties

This study examines whether board interlock ties facilitate second-order imitation, in which firms imitate an underlying decision process that can be adapted to multiple policy domains, rather than imitating specific policies of tied-to firms (first-order imitation). Longitudinal analyses of archiva...

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Veröffentlicht in:	Administrative science quarterly 2001-12, Vol.46 (4), p.717-747
Hauptverfasser:	Westphal, James D., Seidel, Marc-David L., Stewart, Katherine J.
Format:	Artikel
Sprache:	eng
Schlagworte:	Administrative science Business structures Business studies Case studies Chief executive officers Companies Compensation Competition Competitors Computer networks Control variables Corporate strategies Data analysis Enterprises Estimators Executive compensation Imitation Imitations Industrial concentration Industrial policy Interorganizational networks Modeling Networks Observational learning Policy making
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