Midlands State University Library
Image from Google Jackets

Magnification and correction of the acolyte effect: initial benefits and ex post settling up in NFL coaching careers/ created by Martin Kilduff, Craig Crossland, Wenpin Tsai and Matthew T. Bowers

By: Contributor(s): Material type: TextTextSeries: Academy of management journal ; Volume 59, number 1,Briarcliff Manor: Academy of Management, 2016Content type:
  • text
Media type:
  • unmediated
Carrier type:
  • volume
ISSN:
  • 00014273
Subject(s): LOC classification:
  • HD28 ACA
Online resources: Abstract: What are the long-term consequences of initially beneficial high-reputation workplace ties? Under uncertainty, acolytes (i.e., subordinates with work connections to high-reputation industry leaders) are likely to benefit in terms of signaling fitness for promotion in the external job market. Analysis of promotion outcomes of coaches in the National Football League over 31 years showed that the acolyte effect was reduced for individuals for whom uncertainty was lowest (acolytes with considerable industry experience or high centrality in the co-worker industry network). There was no support for either a knowledge-transfer or an intrinsic-quality explanation for why acolytes initially gained advantage. Rather, evidence supported the idea that ties to high-reputation leaders were somewhat randomly distributed so that acolytes faced ex post settling-up consequences after their promotions: i.e., fewer further promotions or lateral moves, and more demotions. Thus, acolytes initially benefited from loose linkages between their unobservable quality and signals offered by their industry-leader ties, but also suffered as the unreliability of social network signals became evident. The results suggest that a competitive job market may exhibit self-correction over time. We offer countervailing theory and evidence to the prevailing view that high-reputation third-party endorsements perpetuate a rich-get-richer social structure that is resistant to performance outcomes.
Reviews from LibraryThing.com:
Tags from this library: No tags from this library for this title. Log in to add tags.
Star ratings
    Average rating: 0.0 (0 votes)
Holdings
Item type Current library Call number Vol info Copy number Status Notes Date due Barcode
Journal Article Journal Article Main Library - Special Collections HD28 ACA (Browse shelf(Opens below)) Vol. 59, no.1 (pages 352-375) SP26438 Not for loan For in house use only

What are the long-term consequences of initially beneficial high-reputation workplace ties? Under uncertainty, acolytes (i.e., subordinates with work connections to high-reputation industry leaders) are likely to benefit in terms of signaling fitness for promotion in the external job market. Analysis of promotion outcomes of coaches in the National Football League over 31 years showed that the acolyte effect was reduced for individuals for whom uncertainty was lowest (acolytes with considerable industry experience or high centrality in the co-worker industry network). There was no support for either a knowledge-transfer or an intrinsic-quality explanation for why acolytes initially gained advantage. Rather, evidence supported the idea that ties to high-reputation leaders were somewhat randomly distributed so that acolytes faced ex post settling-up consequences after their promotions: i.e., fewer further promotions or lateral moves, and more demotions. Thus, acolytes initially benefited from loose linkages between their unobservable quality and signals offered by their industry-leader ties, but also suffered as the unreliability of social network signals became evident. The results suggest that a competitive job market may exhibit self-correction over time. We offer countervailing theory and evidence to the prevailing view that high-reputation third-party endorsements perpetuate a rich-get-richer social structure that is resistant to performance outcomes.

There are no comments on this title.

to post a comment.