Challengers, Elites, and Owning Families: A Social Class Theory of Corporate Acquisitions in the 1960s

By Donald Palmer, Brad M. Barber. 2001

379 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c5bde465d9e12de5c3711d371e6aff67ae26ad9c

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Citations in the corpus

Punctuated Generosity (2013, background): “Thus, in line with Davis and Greve (1997) and Palmer and Barber (2001), we gave observations values from the closest year for which interlocks data were available .”
The Adolescence of Family Firm Research (2012, background): “This perspective originates in historical and sociological accounts of how wealthy families are primarily motivated to preserve their economic and social status (Palmer & Barber, 2001).”
Resource Dependence Theory: A Review (2009, background): “…include the historical context of the firm (Finkelstein, 1997), industry environment (Hitt & Tyler, 1991), environmental munificence and dynamism (Heeley, King, & Covin, 2006), prevailing institutional norms (Palmer & Barber, 2001), and internal considerations (Campling & Michelson, 1998).”
Potential Problems in the Statistical Control of Variables in Organizational Research: A Qualitative Analysis With Recommendations (2005, background): “For example, Li and Rowley (2002) reported correlations for all 17 of their MCVs, and Palmer and Barber (2001) reported correlations for 20.”
FLATTERY WILL GET YOU EVERYWHERE (ESPECIALLY IF YOU ARE A MALE CAUCASIAN): HOW INGRATIATION, BOARDROOM BEHAVIOR, AND DEMOGRAPHIC MINORITY STATUS AFFECT ADDITIONAL BOARD APPOINTMENTS AT U.S. COMPANIES (2007, methodology): “A fourth variable, listing in Social Register/attendance at exclusive prep school, indicated whether a director had attended an exclusive preparatory school or been listed in the Social Register, with exclusive preparatory school designations taken from Palmer and Barber (2001) (see also Domhoff, ”
Why are Some Organizations More Competitive than Others? Evidence from a Changing Global Market (2004, background): “Each of these logics has dynamic implications for organizational size.”
Pluralistic Ignorance in Corporate Boards and Firms' Strategic Persistence in Response to Low Firm Performance (2005, background): “…affiliation (i.e., a degree from a prestigious institution) can provide a meaningful basis for social categorization (Useem and Karabel, 1986; Palmer and Barber, 2001); an Ivy League education, in particular, remains a salient indicator of social status among corporate leaders (Baltzell,…”
Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses* (2007, background): “Whereas some companies prefer one-shot opportunities that can be realized quickly, family businesses are believed to be more interested in building enduring networks and associations with clients and other suppliers of valuable resources (Gomez-Mejia et al., 2001; Palmer and Barber, 2001).”
Managerial Risk Taking (2016, neutral): “Conversely, greater experience in finance, accounting, or law leads to greater diversification via acquisitions (Finkelstein, 1992; Fligstein, 1990; Jensen & Zajac, 2004; Palmer & Barber, 2001; Song, 1982).”
Can Directors Impact Performance? A case‐based test of three theories of corporate governance (2007, neutral): “Researchers such as Hillman et al. (2000) and Palmer and Barber (2001) view the board as a potentially important resource for the corporation, especially in its links with the external environment.”
The Pre-Deal Phase of Mergers and Acquisitions: A Review and Research Agenda (2020, background): “Other studies have examined the social standing of TMT members and concluded that social status allows TMT members to identify a larger Welch et al. / The Pre-Deal Phase of M&A 849 number of M&A opportunities (El-Khatib, Fogel, & Jandik, 2015; Palmer & Barber, 2001).”
Markets, Hierarchies, and Families: Toward a Transaction Cost Theory of the Family Firm (2010, neutral): “Relatedly, family managers may have the discretion and incentive to invest in bridging forms of social capital because they and their families can derive non-economic benefits of status and prestige from investing in such assets (Palmer & Barber, 2001).”