Abstract
Various company interactions can be described by networks, for instance the ownership networks and the board membership networks. To understand the ecosystem of companies, these interactions cannot be seen in isolation. For this purpose we construct a new multiplex network of interactions between companies in Germany and in the United Kingdom, combining ownership links, social ties through joint board directors, R&D collaborations and stock correlations in one linked multiplex dataset. We describe the features of this network and show there exists a non-trivial overlap between these different types of networks, where the different types of connections complement each other and make the overall structure more complex. This highlights that corporate control, boardroom influence and other connections have different structures and together make an even smaller corporate world than previously reported. We have a first look at the relation between company performance and location in the network structure.
Highlights
Networks, or graphs, are widely used in economic and financial literature as they represent a natural way to study connections and systemic effects [1, 2]
We describe the features of this network and show there exists a non-trivial overlap between these different types of networks, where the different types of connections complement each other and make the overall structure more complex
Multiplex structure In the previous section we described the topology of the isolated layers, but we are interested in these interactions in parallel
Summary
Any further distribution of cannot be seen in isolation For this purpose we construct a new multiplex network of interactions this work must maintain attribution to the between companies in Germany and in the United Kingdom, combining ownership links, social ties author(s) and the title of the work, journal citation through joint board directors, R&D collaborations and stock correlations in one linked multiplex and DOI. We describe the features of this network and show there exists a non-trivial overlap between these different types of networks, where the different types of connections complement each other and make the overall structure more complex. This highlights that corporate control, boardroom influence and other connections have different structures and together make an even smaller corporate world than previously reported.
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