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Network formation is often said to be driven by social capital considerations. A typical pattern observed in the empirical data on strategic alliances is that of small-world networks: dense subgroups of firms interconnected by (few) clique-spanning ties. The typical argument is that there is social capital value both to being embedded in a dense cluster, and to bridging disconnected clusters. In this chapter we develop and analyze a simple model of joint innovation where we are able to reproduce these features, based solely on the assumption that successful partnering demands some intermediate amount of technological similarity between the partners.

Two core assumptions set network theory apart from other perspectives and direct research into specific strategic and organizational topics.

This paper introduces the volume on Resource Redeployment and Corporate Strategy, which is devoted to exploring a relatively new justification for how multi-business firms create value – having flexibility to internally redistribute non-financial resources across their businesses. We clarify how a theory around resource flexibility differs from other theories of how multi-business firms create value. We then synthesize the collection of papers in this volume and describe how they contribute to this line of inquiry. Finally, we offer our own views on opportunities for elaboration of this theory.

In this chapter we investigate the ownership and control of UK firms using contemporary methods from computational graph theory. Specifically, we analyze a ‘small-world’ model of ownership and control. A small-world is a network whose actors are linked by a short chain of acquaintances (short path lengths), but at the same time have a strongly overlapping circle of friends (high clustering). We simulate a set of corporate worlds using an ensemble of random graphs introduced by Chung and Lu (2002a, 2002b). We find that the corporate governance network structures analyzed here are more clustered (‘clubby’) than would be predicted by the random-graph model. Path lengths, though, are generally not shorter than expected. In addition, we investigate the role of financial institutions: potentially important conduits creating connectivity in corporate networks. We find such institutions give rise to systematically different network topologies.

The purpose of this paper is to review the literature on war play and aggression. The paper begins with an introduction to play and the theories of Piaget, Vygotsky, and Corsaro. This is followed by a definition of pretend aggression and the war play debate. Literature is reviewed on how violent television, war toys, and war play shapes children’s imaginary play and aggressive behaviors. Attention is also given to the teacher’s role in war play and the methods used to investigate war play. Suggestions are made for future approaches to the study of war play within the context of the peer culture. The paper concludes with implications for early childhood educators.

Why is it that highly trained and seasoned executives fail? On the surface, this doesn’t make sense because they are very successful; yet research in the organization sciences provides no shortage of evidence to prove just that. From the classic Mann Gulch fire disaster of Weick’s famous collapse of sensemaking study, to studies of myopia of learning, escalation of commitment, threat-rigidity, dominant logic, the architecture of simplicity, the Icarus Paradox, to core competencies turning into core rigidities, and navigating new competitive markets using “old” cognitive maps, and many more such examples point to a ubiquitous phenomenon where highly trained and experienced professionals find themselves “stuck” in the heat of battle, unable to move and progress. On the one hand, for some, there is a desperate need for change, but are unable to do so, due to their trained incapacities. On the other hand, some simply cannot see the need for change, and continue with their “business as usual” mentality. For both, their visions of the world shrink, they have a tendency to cling onto their past habitual practices and oversimplify the complexity of the situation. In moments like these: DROP YOUR TOOLS and UNLEARN! This book chapter introduces a framework (grounded in clinical psychology) that has had consistent success in helping seasoned executives and key decision-makers open up the alternatives whenever they find themselves stuck with complexity.

Purpose – To investigate whether investor interest in climate issues affects the carbon behavior of the corporations in which they may invest (target corporations).

Methodology/approach – We developed the Finance and Climate Database, merging data on ownership, carbon disclosure, and investor climate interest from several sources, with 30,840 shareholder unit observations. We supplemented analysis of this with interviews.

Findings – Climate-interested investors (CIIs) account for well over a third of the ownership of the world’s very large corporations. More activist CIIs may make a difference to carbon behavior of target corporations where their shareholdings are large enough to enable them to exert power, at or above around 1.5 percent of a target company’s shares. Share price volatility also strongly affects carbon behavior, and the balance of power in investment presently favors the short term over the long term.

Research limitations/implications – More precise proxies for carbon interest and carbon behavior would benefit future research.

Social implications – There is potential for far greater influence by individual CIIs. The most important factor in shifting the balance of power from the short term to the long term would be global agreement on a carbon pricing system.

Originality/value of chapter – This is the first time such a database has been developed or used for this purpose.