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UID:pretalx-2026-UFBDXM@conferences.acspri.org.au
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DESCRIPTION:Cultural rules and norms shape social relationships\, often in 
 ways that are difficult to identify. Power\, its location\, and how it is 
 exercised\, can also be defined in cultural rules and norms. How cultural 
 norms shape the exercise of power in social network is an area of study th
 at poses significant challenges. \n\n2-mode networks offer a potential app
 roach. While the analysis of 2-mode networks is analysed as a single netwo
 rk\, the data is constituted of multiple observations\, which presumably f
 ollow the same cultural rules. The network structure may show evidence of 
 how and where power is used\, although an understanding of the cultural co
 ntext would need to accompany the analysis. Two examples of 2-mode network
 s were power dynamics have clearly identifiable consequences on network fo
 rmation are presented to illustrate this analysis.\n\nThe Southern Women d
 ataset\, collected by Davis\, Gardner and Gardner (1941)\, is perhaps the 
 most studied and influential 2-mode dataset. The matrix charts the attenda
 nce of 18 upper class white women across 14 social events reported on in t
 he local newsletter. The utility of the dataset is evident in the clear gr
 oups that can be identified when mapping the interpersonal affiliation net
 work. The context of the study provides clues as to why the groups exist: 
 there were differences in status amongst upper class women which privilege
 d “old money”\, and cultural norms which dictated the interplay of soc
 ial events.\n\nThe “Golden Circle” dataset\, collected by Clancy\, O
 ’Conner and Dillon (2010)\, maps the interlocking directorates of Irelan
 d’s 40 largest corporations circa 2005 to 2007. The data showed a networ
 k of 39 individuals holding 93 directorships\, linking together 33 of the 
 top 40 companies. Outside of the top 40 companies\, this small pool of ind
 ividuals held an additional 398 directorships. The concentration of power 
 within the hands of a small group of people had a number of consequences\,
  including excessive renumeration for directors (compared to the EU)\, and
  a severe gender imbalance among directors favouring men. The culture of m
 inimal government regulation and oversight led to the formation of a class
 ic “old boys” club\; the backroom deals made by this club had signific
 ant impacts on the Irish economy when the global financial crisis hit.
DTSTAMP:20261013T070024Z
LOCATION:MacCallum Room
SUMMARY:Power\, Culture\, and 2-mode networks - Dan Chamberlain
URL:https://conferences.acspri.org.au/2026/talk/UFBDXM/
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