Publications

In most evaluation systems—such as those governing the allocation of prestigious awards—the evaluator’s primary task is to reward the highest quality candidates. However, these systems are imperfect; top performers may not be acknowledged and thus be underrecognized, and low performers may receive unwarranted recognition and thus be overrecognized. An important feature of many evaluation systems is that people alternate between being candidates and being evaluators. How does experiencing misrecognition as a candidate affect how people subsequently evaluate others? We develop novel theory that underrecognition and overrecognition lead people to reproduce those experiences when they are evaluators. Across three studies—a quasi-natural experiment and two preregistered, multistage experiments, we find that underrecognized evaluators are less likely to grant recognition to others—even to the highest-performing candidates. Conversely, overrecognized evaluators are more likely to grant rewards to others—even to the lowest-performing candidates. Whereas underrecognized evaluator behavior is driven by individuals’ perceptions that their experience was unfair, overrecognized evaluator behavior is driven by the informational cues people glean on how to evaluate others. Thus, in evaluation processes where people oscillate between being the evaluated and being the evaluator, we show how and why seemingly innocuous initial inefficiencies are reproduced in subsequent evaluations.

Should central banks’ inflation targets remain set in stone? We study a dynamic mechanism
design problem between a government (principal) and a central bank (agent). The central
bank has persistent private information about structural shocks. Firms learn the state from the
central bank’s reports and form inflation expectations. A dynamic inflation target implements the
full-information commitment allocation. The central bank is delegated the authority to adjust
the level and flexibility of its target as long as it does so one period in advance. All history
dependence of the mechanism is summarized by the current period’s target. We show that
a declining natural interest rate and a flattening Phillips curve imply opposite optimal target
adjustments. We leverage our framework to study longer-horizon time consistency problems
and speak to practical policy questions of inflation target design.

This paper develops a theory-based, explainable deep learning convolutional neural network (CNN) classifier to predict the time-varying emotional response to music. We design novel CNN filters that leverage the frequency harmonics structure from acoustic physics known to impact the perception of musical features. Our theory-based model is more parsimonious, but it provides comparable predictive performance with atheoretical deep learning models while performing better than models using handcrafted features. Our model can be complemented with handcrafted features, but the performance improvement is marginal. Importantly, the harmonics-based structure placed on the CNN filters provides better explainability for how the model predicts emotional response (valence and arousal) because emotion is closely related to consonance—a perceptual feature defined by the alignment of harmonics. Finally, we illustrate the utility of our model with an application involving digital advertising. Motivated by YouTube’s midroll ads, we conduct a laboratory experiment in which we exogenously insert ads at different times within videos. We find that ads placed in emotionally similar contexts increase ad engagement (lower skip rates and higher brand recall rates). Ad insertion based on emotional similarity metrics predicted by our theory-based, explainable model produces comparable or better engagement relative to atheoretical models.

This article concerns itself with fees that Apple and Google might charge to business users in their respective mobile ecosystems. We lay out the economic analysis behind the goals of the DMA—contestability and fairness—as they apply to third-party app store access fees. We focus on the access fees for alternatives to the Apple App Store, as this has become contentious in the early enforcement of the DMA. Much of our analysis, however, also applies also to Google and/or any other designated gatekeeper.

For more than 150 years, the founding mission of the American Society for the Prevention of Cruelty to Animals (ASPCA) guided the organization while enabling it to address evolving challenges in animal welfare. Under Matt Bershadker, ASPCA’s president and CEO, the company faced mounting pressure to engage with a growing stream of societal matters far afield from its core purpose. The case explores Bershadker’s initiative to develop a clear, strategic framework for considering which societal issues to address. This effort would clarify the ASPCA’s approach to these issues by evaluating them against the organization’s strategy, history, policies, and key stakeholder relationships, ensuring consistency, transparency, and mission-driven decision-making.

We study a retirement savings plan with a default contribution rate of 12% of income, which is much higher than previously studied defaults. Twenty-five percent of employees had not opted out of this default 12 months after hire; a literature review finds that the corresponding fraction in plans with lower defaults is approximately one-half. Because only contributions above 12% were matched by the employer, 12% was likely to be a suboptimal contribution rate for employees. Employees who remained at the 12% default contribution rate had average income that was approximately one-third lower than would be predicted from the relationship between salaries and contribution rates among employees who were not at 12%. Defaults may influence low-income employees more strongly in part because these employees face higher psychological barriers to active decision making.

Bayer AG is a German multinational pharmaceutical and life sciences company founded in 1863. It operates globally in over 90 countries with approximately 100,000 employees as of 2024. Bayer is structured into three main business segments: Pharmaceuticals, Consumer Health, and Crop Science, with significant global operations and an extensive patent portfolio. The company is a leader in agricultural products, prescription medicines, and over-the-counter health products. It also focuses on innovative solutions for healthcare and agricultural challenges.

The current dilemma for students to address are issues related to Bayer’s transition to a new operating model called Dynamic Shared Ownership (DSO). This model, introduced under the leadership of CEO Bill Anderson, aims to flatten the corporate hierarchy and create a nimbler, customer-centric organization. The transition involves removing the existing hierarchical structure, which previously consisted of 12 management layers, and replacing it with self-managed teams. This structural change was referred to internally as the "hardware."

The initial steps under DSO included substantial organizational redesign, involving layoffs and the establishment of self-managed teams. The Board of Management successfully halved the number of management layers to five or six and replaced thousands of middle managers with self-managed teams. A complementary aspect of DSO, labeled the "software," focused on fostering cultural changes to promote new mindsets, norms, and behaviors among Bayer’s nearly 100,000 employees.

Notwithstanding several early wins, the Board of Management is now grappling with implementing new talent management and personnel policies that align with the DSO model. Existing HR processes and systems, which are designed for a hierarchical organization, need to be reinvented. Questions about compensation, career pathing, and performance metrics must be addressed to ensure these new systems support the DSO framework effectively.

A critical element of word of mouth (WOM) or buzz marketing is to identify seeds, often central actors with high degree in the social network. Seed identification typically requires data on the relevant network structure, which is often unavailable. We examine the impact of WOM seeding strategies motivated by the friendship paradox, which can obtain more central nodes without knowing network structure. Higher degree nodes may be less effective as seeds if these nodes communicate less with neighbors or are less persuasive when they communicate; therefore, whether friendship paradox–motivated seeding strategies increase or reduce WOM and adoption remains an empirical question. We develop and estimate a model of WOM and adoption using data on microfinance adoption across village social networks in India. Counterfactuals show that the proposed strategies with limited seeds are about 13%–30% more effective in increasing adoption relative to random seeding. These strategies are also on average 5%–11% more effective than the firm’s leader seeding strategy. We also find these strategies are relatively more effective when we have fewer seeds.

We hypothesize that “low-contrast categories” (those lacking sharp differentiation from adjacent categories) catalyze the creation of groundbreaking inventions by influencing two key stages in the life of an invention: (1) idea-creation and (2) idea-positioning. During “idea-creation,” low-contrast categories increase the likelihood that descendant inventions will combine the focal invention with more (a) boundary-spanning, (b) novel, (c) original, and (d) atypical knowledge inputs. During “idea-positioning,” they allow greater leeway in articulating how descendant inventions depart from the focal invention’s lineage and chart new technological directions. We find robust support for our hypothesis using data from the United States Patent and Trademark Office’s classification system spanning nearly four decades. Further analyses demonstrate that the catalyzing effect of low-contrast categories has important material consequences: inventions classified in low-contrast categories spur descendant inventions that generate substantially higher economic value and exert more enduring technological impact than those in high-contrast categories. By introducing the concept of catalyzing categories, this study offers a novel theoretical perspective on the genesis of groundbreaking inventions and the role of categorical structures in the inventive process.

We model the optimal resolution of insolvent firms in general equilibrium. Collateral- constrained banks lend to (i) solvent firms to finance investments and (ii) distressed firms to avoid liquidation. Liquidations create negative fire-sale externalities. Liquidations also re- lieve bank balance-sheet congestion, enabling new firm loans that generate positive collateral externalities by lowering bank borrowing rates. Socially optimal interventions encourage liqui- dation when firms have high operating losses, high leverage, or low productivity. Surprisingly, larger fire sales promote interventions encouraging more liquidations. We study synergies be- tween insolvency interventions and macroprudential regulation, bailouts, deferred loss recog- nition, and debt subordination. Our model elucidates historical crisis interventions.

The origin of the modern joint-stock company is typically traced to the concomitant appearance of large-scale maritime trading companies in England and the Netherlands in the early seventeenth century. Highlighting medieval cases in southern Europe, we claim that the joint-stock company emerged earlier in history. These prior appearances support the theory of convergent evolution towards the joint-stock company. We document alternative and largely independent developmental paths that suggest the joint-stock company can emerge in a variety of legal, political and socioeconomic contexts. This evidence has implications for identifying the necessary background underlying the emergence of the joint-stock company, and for the debate regarding the link between business institutions and economic growth.

Growing socio-economic inequality poses one of the greatest challenges to society, thereby raising new questions about the responsibility of corporations to address its effects. Inequality also poses material risks to business performance. Like climate risk, inequality can impact business across a broad set of sectors and economies on a global scale. To mitigate risks and leverage opportunities to generate positive outcomes from corporate sustainability investments, managers and investors need better data on the business risks posed by inequality and the impact of corporate conduct on it. However, the current transparency infrastructure is inadequate to meet this need. This article reviews the current state of corporate disclosure on inequality and assesses its utility to companies as well as investors and other stakeholders. Drawing on innovations in climate disclosure, we suggest a path forward for companies and investors to drive improved disclosure from companies on the risks presented by socio-economic inequality.

While traditional change management emphasizes gradual tactics like pursuing small wins and building coalitions, in turbulent times these gradual tactics aren’t necessary—and they can hold leaders back from taking advantage of bigger opportunities. Research from healthcare settings during Covid show that both senior leaders and frontline managers are more successful at prompting change during turbulent times when they do three things: 1. Selecting a shovel-ready idea and reframing it as a solution to a problem at hand as well as long-term success, 2. Moving quickly to take advantage of a window in time when people are more open to change, and 3. Thinking more expansively about what’s possible.

We empirically characterize how China is internationalizing its bond market by staggering the entry of different types of foreign investors into its domestic market and propose a dynamic reputation model to explain this strategy. Our framework rationalizes China's strategy as trying to build credibility as a safe issuer while reducing the cost of capital flight. We use our framework to shed light on China's response to episodes of capital outflows.

What is keeping Lidl, Europe’s preeminent grocery chain, from gaining similar success in the U.S?

Upon entry to the U.S. market in 2017, Lidl US aspired to open 1,000 stores in its first years. But the company was unable to attract US consumers. By 2024, Lidl had managed to open fewer than 200 stores, capturing less than 1% of the market. To right the expansion effort in 2023, Joel Rampoldt became Lidl US’s fourth president. In 2024, he faced critical issues in the selection of store locations, assortment, customer relationship management, and effectively communicating Lidl US’s value proposition in a crowded and competitive market.

When Kinya Seto became CEO of LIXIL in 2016, he faced two major challenges: integrating a workforce spread across several acquired brands and differentiating LIXIL in a housing and water technology industry where products were seen as commodities. This case explores how LIXIL developed and activated its corporate purpose—"To Make Better Homes a Reality for Everyone, Everywhere"—as a unifying and strategic force. The purpose became a guiding “North Star,” brought to life through an ambitious new business unit focused on delivering low-cost, eco-friendly toilets to underserved communities around the world. This purpose-driven approach also helped unite employees, spark innovation, and address the challenge of product commoditization.

Nike describes its purpose with reference to three “Purpose Pillars”: People, Planet, and Play. Each pillar sets targets, tracks progress, and assesses outcomes tied to compensation. This approach helps Nike navigate complex social issues and stakeholder relationships, often translating corporate principles into actionable strategies.

Environmental jolts can trigger more conducive conditions for driving change in organizations. However, punctuated equilibrium theories of organizational change concentrate on top managers’ implementation of de novo radical changes after jolts. Existing research has not examined frontline-driven, incremental change efforts during these periods of disrupted stasis, despite the value of frontline change ideas. We develop a process model to explain how and when those on an organization’s front lines can leverage a jolt to opportunistically implement long-desired change ideas in ways that promote their retention. We conducted a two-year qualitative field study at a hospital during the Covid-19 pandemic, examining the trajectories of 33 premeditated change ideas raised by frontline staff. By comparing ideas that persisted to become part of normal operations with those that failed to be selected or retained, we identified practices and conditions that promoted the selection and retention of frontline change ideas. Our study suggests that frontline change advocates can seed the long-term retention of “shovel-ready” ideas—as opposed to de novo ideas—after a jolt by rapidly and opportunistically deploying a novel set of practices before the brief window of opportunity created by lessened constraints and increased managerial receptivity closes. Prior theories of change largely assume frontline-driven change to be slow and continuous, proceeding in a one-off fashion; we explain how and when frontline change can instead occur in rapid, opportunistic bursts. This study advances theories of punctuated equilibrium and bottom-up change in organizations by unearthing an alternative way that change can be intentionally accomplished in organizations.

We study non-monetary markets where objects that arrive over time are allocated to unit-demand agents with private types, such as in the allocation of public housing or deceased-donor organs. An agent’s value for an object is supermodular in her type and the object quality, and her payoff is her value minus her waiting cost. The social planner’s objective is a weighted sum of allocative efficiency (i.e. the sum of values) and welfare (i.e. the sum of payoffs). We identify optimal mechanisms in the class of direct-revelation mechanisms. When the social planner can design the information disclosed to the agents about the objects, the optimal mechanism has a simple implementation: a first-come first-served waitlist with deferrals. In this implementation, the object qualities are partitioned into intervals; only the interval containing the object quality is disclosed to agents. When the planner places a higher weight on welfare, optimal disclosure policies become coarser.