Kathleen M. Carley

Dr. Kathleen M. Carley

orcid

Research Focus & Metrics

Academic Career Length

41Years (1986-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

View All Publications
1 May 2006 in Social Networks
Verified
Journal Article
Closed access
SBStephen P. Borgatti
Stephen P. Borgatti
KCKathleen M. Carley
Kathleen M. Carley
DKDavid Krackhardt
David Krackhardt

2 February 2009 in Journal of the American Society for Information Science and Technology
Verified
Journal Article
Closed access
PDF file
PPPietro Panzarasa
Pietro Panzarasa
TOTore Opsahl
Tore Opsahl
KCKathleen M. Carley
Kathleen M. Carley

1 June 1991 in American Sociological Review
Verified
Journal Article
Closed access
KCKathleen M. Carley
Kathleen M. Carley
Some groups endure longer, are more stable, and are better able than other groups to incorporate new members or ideas without losing their distinctiveness. I pr...

1 October 2007 in Academy of Management Review
Verified
Journal Article
Closed access
PDF file
JHJ. Richard Harrison
J. Richard Harrison
ZLZhiang Lin
Zhiang Lin
GCGlenn R. Carroll
Glenn R. Carroll
KCKathleen M. Carley
Kathleen M. Carley
Simulation modeling provides a powerful methodology for advancing theory and research on complex behaviors and systems, yet it has been embraced more slowly in management than in some associated social science disciplines. We suspect that part of the reason is that simulation methods are not well understood. We therefore aim to promote understanding of simulation methodology and to develop an appreciation of its potential contributions to management theory by describing the nature of simulations, its attractions, and its special problems, as well as some uses of computational modeling in management research.

10 June 2013 in Journal of Marketing Communications
Verified
Journal Article
Closed access
JPJürgen Pfeffer
Jürgen Pfeffer
TZT. Zorbach
T. Zorbach
KCKathleen M. Carley
Kathleen M. Carley
Social media are, on the one hand, a highly beneficial environment for word-of-mouth (WOM) propagation of new ideas and products, and this has increasingly made them a focus of marketing communications. On the other hand, companies and their brands as well as politicians, governmental institutions, and celebrities have increasingly been facing the impact of negative online WOM and complaint behavior. In reaction to any questionable statement or activity, social media users can create huge waves of outrage within just a few hours. These so-called online firestorms pose new challenges for marketing communications. In this article, we group observations from recent online firestorms, identify related social and economic science theories, and derive generalized factors that form the basis for the proliferation of these dynamics. Furthermore, we discuss the consequences of online firestorms for marketing communications, and offer courses of action for marketers to navigate through crises of negative online WOM.

26 March 2007 in IEEE Intelligent Systems
Verified
Journal Article
Closed access
FWFei-Yue Wang
Fei-Yue Wang
KCKathleen M. Carley
Kathleen M. Carley
DZDaniel Zeng
Daniel Zeng
WMWenji Mao
Wenji Mao
Social computing represents a new computing paradigm and an interdisciplinary research and application field. Undoubtedly, it strongly influences system and software developments in the years to come. We expect that social computing's scope continues to expand and its applications multiply. From both theoretical and technological perspectives, social computing technologies moves beyond social information processing towards emphasizing social intelligence. As we've discussed, the move from social informatics to social intelligence is achieved by modeling and analyzing social behavior, by capturing human social dynamics, and by creating artificial social agents and generating and managing actionable social knowledge