Reputational leadership and preference similarity: Explaining organisational collaboration in bank policy networks
Reputational leadership and preference similarity: Explaining organisational collaboration in bank policy networks
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DOI：
10.1111/1475-6765.12237
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发表时间：
2018-05-01
影响因子：
5.3
通讯作者：
Christopoulos, Dimitris
中科院分区：
文献类型：
--
作者：
James, Scott;Christopoulos, Dimitris
本文有助于我们理解政策网络的形成。研究表明，组织为了获取稀缺的政治资源，会与那些被认为有影响力的人合作。其他研究表明，组织更愿意在信任的基础上与那些拥有共同核心政策信念的人互动。本文试图开发新的分析工具来检验这些替代假说。首先，它衡量对声誉领导力的看法是否会影响一个组织成为与其他组织合作的目标或煽动者的可能性。其次，它测试了两个组织之间的偏好相似程度是否会使它们更有可能或更不可能合作。本文采用混合方法，将指数随机图模型(ERGM)与定性访谈相结合，分析和解释围绕英国银行业改革的组织合作。研究发现，声誉领导和偏好相似性对网络形成有较强的正向互补性影响。特别是，领导力无论是作为一种组织属性衡量，还是作为个人持有的一种看法衡量，都是重要的。还发现了封闭或类似集团的网络结构的证据，以及基于组织类型的异嗜性效应。这些结果为银行部门政策网络的形成以及金融机构之间合作的驱动因素提供了重要的新见解。
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.