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It's the Market: The Broad-Based Rise in the Return to Top Talent
One explanation that has been proposed for rising inequality is that technical change allows highly talented individuals, or “superstars” to manage or perform on a larger scale, applying their talent to greater pools of resources and reaching…
Job Crafting and Meaningful Work
The design of employees’ jobs can significantly shape how they experience the meaningfulness of their work (Hackman & Oldham, 1980; Grant, 2007). A job design is comprised of the tasks and relationships assigned to one person in an…
Local Overweighting and Underperformance: Evidence from Limited Partner Private Equity Investments
Institutional investors exhibit substantial home-state bias in private equity. This effect is particularly pronounced for public pension funds, where overweighting amounts to 9.8% of aggregate private-equity investments and 16.5% for the average…
Managing uncertainty in multiparty negotiations
In this chapter we address three types of uncertainty and how they affect three types of multiparty negotiations. In intra-team negotiations, multilateral negotiations, and negotiations that take place in marketplaces, negotiators need to…
Mining Facebook Data for Predictive Personality Modeling
Beyond being facilitators of human interactions, social networks have become an interesting target of research, providing rich information for studying and modeling user’s behavior. Identification of personality-related indicators encrypted in…
Motivated reflection on attitude-inconsistent information: An exploration of the role of fear of invalidity in self-persuasion
Mulago Foundation II: Building More than Just a Product or Service
The Mulago Foundation is a private foundation focused on the prospect of creating a better life for the world’s poor. Concentrated in rural settings in developing countries, the Foundation’s work is in four areas that contribute to this…
Mulago Foundation III: Choosing a Legal (and Capital) Structure
The Mulago Foundation is a private foundation focused on the prospect of creating a better life for the world’s poor. Concentrated in rural settings in developing countries, the Foundation’s work is in four areas that contribute to this…
Mulago Foundation I: Rigorous but Realistic Measurement
The Mulago Foundation is a private foundation focused on the prospect of creating a better life for the world’s poor. Concentrated in rural settings in developing countries, the Foundation’s work is in four areas that contribute to this…
A New Local Search Algorithm for Binary Optimization
We develop a new local search algorithm for binary optimization problems, whose complexity and performance are explicitly controlled by a parameter Q, measuring the depth of the local search neighborhood. We show…
Non-stationary Stochastic Optimization
We consider a non-stationary variant of a sequential stochastic optimization problem, where the underlying cost functions may change along the horizon. We propose a measure, termed variation budget, that controls the extent of said change,…
On the Value of Input-Efficiency, Capacity-Efficiency, and the Flexibility to Rebalance Them
A common characteristic of basic material manufacturers (which account for 85% of all industrial energy use) and of cleantech manufacturers is that they are price-takers in their input and output markets. Variability in those prices has…
Once bitten, twice shy: The effect of a past refusal on future compliance
Four studies examined help-seekers’ beliefs about how past refusals affect future compliance. In Study 1, help-seekers were more likely than potential helpers to believe that a previous refusal would lead a potential helper to deny a subsequent…
Operations Management Challenges for Some “Clean-Tech” Firms
This article describes the production processes of and operations management (“OM”) challenges facing several innovative “clean-tech companies. The organizations under consideration comprise those in the energy-efficient building, transportation…
Organizational Ambidexterity: Past, Present and Future
Organizational ambidexterity refers to the ability of an organization to both explore and exploit to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new…
Organizational ambidexterity: Past, present, future.
Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new…
PATH III: Addressing Affordability Issues
In late 2006, the PATH Safe Water Project received a $17 million grant from the global development unit of the Bill and Melinda Gates Foundation. Its purpose was to evaluate how market-based approaches could help accelerate the widespread…
PSI II: Changing Perceptions and Behaviors
Population Services International (PSI) was founded in 1970 as a nonprofit organization focused on improving reproductive health in developing countries using commercial marketing strategies. Over the years, PSI broadened its mission to address…
PSI I: Taking a Service Model to Scale
Population Services International (PSI) was founded in 1970 as a nonprofit organization focused on improving reproductive health in developing countries using commercial marketing strategies. Over the years, PSI broadened its mission to address…
Persuasion and attitude change
Attitudes refer to the general and relatively enduring evaluations people have of other people, objects, or ideas. These overall evaluations can be positive, negative, or neutral, and can vary in their extremity. For example, one individual might…