Learning from Patient 31 case: a cross-cultural perspective of corporate networks’ diffusion ability in Latin America
DOI:
https://doi.org/10.18568/internext.v18i1.698Keywords:
COVID-19, Patient 31, social networks, power and influence, corporate networks, interlocking directorates, Latin America, cross-cultural managementAbstract
Objective: This paper has the purpose to discuss how corporate networks’ big linkers constitute a development opportunity area in Latin America. Method: We employ a qualitative analysis that blends social networks literature and builds on interlocking directorates (IntDs) theory with a fascinating case study labeled the ‘Patient 31’ phenomenon that occurred during the coronavirus outbreak in South Korea. Main results: We generate managerial and conceptual insights on the diffusion processes of business practices, which have a series of profound implications for theory and practice on how corporate networks present differences in their diffusion ability. Relevance/Originality: Viral contagion processes are not a secret for health sciences, but they are still underresearched in the context of managerial practices regarding diffusion processes. The COVID-19 virus has been (and is) a significant threat for global health since the beginning of 2020, as well as an operational challenge for almost every organization around the world. Theoretical/Methodological contributions: The results highlight the superspreaders’ high diffusion power, warn about the risks of including ‘Patient 31’- type of spreaders as members of the firms’ boards, and also provide recommendations on how policy makers could harness this diffusion ability over the organizational networks.
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