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Project Citation: 

Arai, Natsuki, and Nakazawa, Nobuhiko. ECIN Replication Package for “Long-Run Peer Effects and Promotion: Evidence from 70-Plus Years of Career Records in Japan.” Ann Arbor, MI: Inter-university Consortium for Political and Social Research [distributor], 2024-12-24. https://doi.org/10.3886/E209341V4

Project Description

Summary:  View help for Summary
We estimate long-term peer effects in the workplace by investigating whether working with a future executive makes junior employees more likely to be promoted. Using data on career history at the Japanese central administration from 1946 to 2019, we find that long-term peer effects are substantial and persistent—junior employees who work with a future executive during the first five years of their employment are more likely to be promoted to top executive than employees who do not. The empirical results are consistent with the mechanisms of increased human capital, the formation of social connections, and a reduction in information asymmetry.

Scope of Project

JEL Classification:  View help for JEL Classification
      H83 Public Administration; Public Sector Accounting and Audits
      J01 Labor Economics: General
      J24 Human Capital; Skills; Occupational Choice; Labor Productivity
      M12 Personnel Management; Executives; Executive Compensation
      M51 Personnel Economics: Firm Employment Decisions; Promotions
Manuscript Number:  View help for Manuscript Number ECIN-Feb-2024-0098.R2
Time Period(s):  View help for Time Period(s) 1946 – 2019
Data Type(s):  View help for Data Type(s) program source code


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