Copenhagen Business School

About: Copenhagen Business School is a education organization based out in Copenhagen, Hovedstaden, Denmark. It is known for research contribution in the topics: Corporate governance & Entrepreneurship. The organization has 2194 authors who have published 9649 publications receiving 341898 citations.

Evaluating authoritative sources using social networks: an insight from Wikipedia

Abstract: – The purpose of this paper is to present an approach to evaluating contributions in collaborative authoring environments, and in particular, Wikis using social network measures., – A social network model for Wikipedia has been constructed, and metrics of importance such as centrality have been defined. Data has been gathered from articles belonging to the same topic using a web crawler, in order to evaluate the outcome of the social network measures in the articles., – Finds that the question of the reliability regarding Wikipedia content is a challenging one and as Wikipedia grows, the problem becomes more demanding, especially for topics with controversial views such as politics or history., – It is believed that the approach presented here could be used to improve the authoritativeness of content found in Wikipedia and similar sources., – This work tries to develop a network approach to the evaluation of Wiki contributions, and approaches the problem of quality Wikipedia content from a social network point of view.

CEO Portraits and the Authenticity Paradox

Abstract: Top executive and CEO portraits represent significant sites for the visualconstruction of corporate identity and image, but they also highlight what we call theauthenticity paradox. At first glance such photographs may appear to convey animpression of the kind of authentic presence many consider crucial for establishing a strong corporate image. But a closer look at the constructed nature of both CEOidentity and portrait photography lays bare the elusive nature of authenticity itself,as well as the way that CEO portraits can function also to expose the corporation’schronic lack of authenticity. We explore the authenticity paradox and its implicationsby means of an analysis of executive portraits taken by one prominent Danishphotographer, Per Morten Abrahamsen. We also map out an agenda for the furtherexploration of CEO portraits and images as an important element in the social andsymbolic construction of business leadership. INTRODUCTION The more fragile our identity, the more we need to reinforce it. To show thatwe exist. To show that we can create something, in a photograph. (Beloff, 1985,p. 22). . . each time I am (or let myself be) photographed, I invariably suffer from asensation of inauthenticity. (Barthes, 1981, p. 13)We live in a society saturated with photographic images.Most of these are producedand disseminated by commercial organizations, and many seek to convey a visualimpression of commercial organizations themselves. Since no one has ever ‘seen’an organization or corporation, these latter images exemplify what Nicholas Mir-zoeff has called the ‘growing tendency to visualize things that are not in themselvesvisual’ (Mirzoeff, 1999, p. 5). Some argue that organizations are becoming morediffuse (Davis and McAdam, 2000) and consequently less susceptible to visual rep-

Strategies of Legitimacy Through Social Media: The Networked Strategy

Abstract: How can corporations develop legitimacy when coping with stakeholders who have multiple, often conflicting sustainable development (SD) agendas? We address this question by conducting an in-depth longitudinal case study of a corporation's stakeholder engagement in social media and propose the concept of a networked legitimacy strategy. With this strategy, legitimacy is gained through participation in non-hierarchical open platforms and the co-construction of agendas. We explore the organizational transition needed to yield this new legitimacy approach. We argue that, in this context, legitimacy gains may increase when firms are able to reduce the control over the engagements and relate non-hierarchically with their publics. We contribute to the extant literature on political corporate social responsibility and legitimacy by providing an understanding of a new context for engagement that reconfigures cultural, network, and power relations between the firm and their stakeholders in ways that challenge previous forms of legitimation.

Motivated Reasoning and Political Parties: Evidence for Increased Processing in the Face of Party Cues

Abstract: Extant research in political science has demonstrated that citizens’ opinions on policies are influenced by their attachment to the party sponsoring them. At the same time, little evidence exists illuminating the psychological processes through which such party cues are filtered. From the psychological literature on source cues, we derive two possible hypotheses: (1) party cues activate heuristic processing aimed at minimizing the processing effort during opinion formation, and (2) party cues activate group motivational processes that compel citizens to support the position of their party. As part of the latter processes, the presence of party cues would make individuals engage in effortful motivated reasoning to produce arguments for the correctness of their party’s position. Following psychological research, we use response latency to measure processing effort and, in support of the motivated reasoning hypothesis, demonstrate that across student and nationally representative samples, the presence of party cues increases processing effort.

Performance Pay, Delegation and Multitasking under Uncertainty and Innovativeness: An Empirical Investigation

Abstract: It has been recently noted that the trade-off between risk and incentives that agency theory predicts turns out to be rather weak. We examine predictions from agency theory on the basis of data from a data set encompassing close to 1000 Danish firms. We find that the relation between performance pay and environmental uncertainty is indeed weak. We examine the relation between delegation and environmental uncertainty, and find that this relation is confirmed. We also examine the multi-tasking agency hypothesis that as risk increases, the flexibility of agents is restricted. We fail to find support for this hypothesis.