Security Analyst Networks, Performance and Career Outcomes
London School of Economics & Political Science (LSE) - Department of Accounting and Finance
Harvard University - Harvard Business School
December 11, 2009
Using a sample of 42,376 board directors and 10,508 security analysts we construct a social network, mapping the connections between analysts and directors, between directors, and between analysts. We use social capital theory and techniques developed in social network analysis to measure the analyst’s level of connectedness and investigate whether these connections provide any information advantage to the analyst. We find that better-connected (better-networked) analysts make more accurate, timely, and bold forecasts. Moreover, analysts with better network positions are less likely to lose their job, suggesting that these analysts are more valuable to their brokerage houses. We do not find evidence that analyst innate forecasting ability predicts an analyst’s future network position. In contrast, past forecast optimism has a positive association with building a better network of connections.
Number of Pages in PDF File: 37
Keywords: security analysts, social networks, forecast accuracy, forecast boldness, career outcome
JEL Classification: D82, G14, G18, G24, J24 M41working papers series
Date posted: December 12, 2009
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