Most undergraduate students enroll in college with the aim of securing a professional career after graduation; however, not all students achieve this goal. Prior research has explored whether career outcomes differ between students of varying academic and demographic backgrounds, but few studies have examined whether first-generation status is correlated with career outcomes. In addition, different parameters are used to define first-generation students within the research literature, making it difficult to capture consistent data on this population. In this quantitative study, I analyzed NACE First Destination Survey data to assess whether recent first-generation college graduates from the same higher education institution achieve differing career outcomes from their continuing-generation peers, applying three distinct definitions for first-generation students to highlight within-group differences in this population. The results of this study showed some disparities in career outcomes between first-generation graduates and their continuing-generation peers, with first-generation students unemployed at slightly higher rates, especially in the aftermath of the COVID-19 pandemic. However, graduates' field of study was a stronger predictor for career outcomes than any other academic or demographic variables included in the study. This study aims to provide future directions for higher education institutions to critically examine the career outcomes of their graduates to better target career development resources to the students who need it most. / Educational Administration

I explore whether participation on Estimize.com, a crowdsourced earnings-forecasting platform aimed primarily at novices, improves professional analysts’ forecast accuracy and career outcomes. Estimize provides its contributors with frequent and timely feedback on their forecast performance and offers them a new channel for disseminating their forecasts to a wider public, features that could help analysts improve their forecast accuracy and raise their online visibility. Using proprietary data obtained from Estimize and a difference-in-differences research design, I find that IBES analysts who are active on Estimize improve their EPS forecast accuracy by 13% relative to the sample-mean forecast error, as well as reduce forecast bias. These improvements in performance vary predictably in ways consistent with learning through feedback. Additionally, I find increased market reaction to the positive earnings-forecasts revisions issued by analysts who are active on Estimize. I also find that analysts active on Estimize enjoy incremental positive career outcomes after controlling for forecast accuracy. My results suggest that professional analysts can learn to become better forecasters through online feedback and consequently garner more attention from the market. My results also suggest analysts can improve their career outcomes by gaining additional online visibility. / Business Administration/Accounting

Research on social networks has established that those who bridge the gaps between dense social groups (i.e. structural holes) are granted a “vision advantage” compared to those who are embedded in dense groups. A common explanation for the advantage is that bridging a structural hole provides the broker with access to diverse information. What is less clear is how this process performs when the organizational context is turbulent. I propose that in a turbulent organizational context, when the organization is experiencing dramatic changes, employees benefit less from building a repertoire of diverse information and instead benefit more from adopting socially distant information. Information discussed by members of the organization which are several steps away from an employee would be more valuable in a turbulent context. Socially distant information would be more rare as people become rigid in response to threat, and it would be more relevant as local information becomes obsolete. To explore this idea, I study the case of two large organizations undergoing a merger integration. The members of the higher-status, acquiring organization experience relative stability compared to members of the target firm, who experience a great deal more uncertainty. The higher-status firm dominated the merger, the top management of the target firm was replaced, supervisory structures are changed, employees are forced to develop new routines, learn new technologies, and had to uproot their social support networks and move across the country. This case provides an opportunity to examine how two information flow mechanisms, which mediate the relationship between broker positions and individual career benefits, are altered in the presence of organizational turbulence. I measure information variance and the adoption of socially distant information of 612 organizational members by fitting a topic model on a dataset of email content covering a 14-month period immediately following the merger of two large consumer product firms. I test my hypotheses using a latent difference score model to test the impacts of increases in information variance, constraint, and adoption of socially distant information on increases in employee salary. I find that organizational turbulence alters the ways in which information flows provides benefits. Within turbulent contexts the pathways between access to diverse information and improved career outcomes are destroyed. Instead adopting socially distant information and information associated with power and status provides more benefits to the individual than incrementally improving a repertoire of diverse information. This study contributes to research on M&As, organizational change, and social network theory by expanding our understanding of the impact of organizational turbulence on the information mechanisms driving advantage in open networks.

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