Information will be updated throughout the summer and fall.

Accounting & Management

Carolyn Deller

Abstract:
Forthcoming
Forthcoming
Faculty Advisor(s): D. Campbell (Chair), R. Simons, and T. Sandino

Management

Michele Rigolizzo

Abstract:
Getting Better at Getting Good: A New Conceptual Model and Measure of Expertise Development
In this paper, I introduce a new conceptual model and behavioral measure of expertise development. Integrating research in management, education, cognitive psychology, and neuroscience, I developed the Learning as BehaviorS (LABS) model, which deconstructs expertise development into five measurable learning behaviors: taking on a challenge, acquiring information, exploring the context of that information, continual practice, and reflecting on premises. Using a new behavioral measure, in two separate studies, I find that these learning behaviors are only weakly correlated and that an individual is unlikely to engage in all five. This paper offers a new piece to the puzzle of why expertise development is so hard: it requires one to engage in behaviors that, at times, call for nearly opposite attributes. Indeed, taken together, the learning behaviors require the learner to be highly self-confident while valuing others’ expertise, diligently focused yet openly curious, doggedly persistent yet critically analytic. This suggests that engaging in one learning behavior may actually make it less likely that one will engage in others. More generally, I demonstrate that individual workplace learning, which has thus far been measured as a single construct, is more accurately conceptualized as a series of independent behaviors that serve long-term development.
Faculty Advisor(s): T. Amabile (Chair), A. Edmondson, and E. Bernstein

Marketing

Tami Kim

Abstract:
The Risks and Rewards of Consumer Voting
The number of firms empowering consumers to vote on company decisions is on the rise. Across eight studies—including laboratory and field experiments—we explore each distinct phase of this empowerment strategy (pre-voting, voting, and post-voting). We show that consumer voting can be a double-edged sword. During the pre-voting period, voting can be more effective at encouraging consumer participation than merely soliciting input, but can backfire if consumer votes do not count for a majority of the outcome (studies 1a-1c). While voting can mitigate the negative impact of receiving a less-preferred outcome (the product one did not vote for; studies 2a/b), voting produces unintended negative consequences during the post-voting period: consumers react negatively to losing the ability to vote on subsequent firm decisions (studies 3a/b and 4). These negative consequences are driven by perceived violations of procedural justice (studies 1b and 3b); as a result, firms can mitigate these negative outcomes by managing consumer expectations about future voting (study 4). Our studies offer insight into both the rewards and attendant risks of consumer voting.
Faculty Advisor(s): M. Norton (Chair), L. JohnJ. Gourville, and R. Buell

Organizational Behavior

Rachel Arnett

Abstract:
Forthcoming
Faculty Advisor(s): R. Ely (Chair), K. McGinnL. RamarajanJ. Sidanius, and F. Gino

Elizabeth Baily Wolf

Abstract:
Emotion as Performance Feedback: (Mis)Inferring Work Quality from the Evaluator’s Affect
Evaluators often express emotion in evaluative situations (e.g., performance reviews, job interviews) for reasons both related and unrelated to the evaluation itself. This paper explores how evaluators’ emotional expressions shape performers’ metaperceptions, self-assessments, and decision-making. In a survey of 370 matched pairs of evaluators and performers, the more hopeful, happy, and proud, and the less disappointed, performers perceived their evaluators to be, the better performers believed their evaluators evaluated their performance. This effect held when controlling for evaluators’ actual ratings of performers’ performance. Additionally, there was a low degree of agreement between evaluators and performers about the emotional content of their evaluations. In five experiments, different emotional expressions by an evaluator elicited different perceptions of performance quality by performers. Further, these inferences influenced performers’ decisions about whether to accept a job offer, whether to include a website link in a press release, whether to include a website in a personal portfolio, and whether to ask a client for a referral. Results from the six studies suggest that evaluators’ emotional expressions provide interpersonal performance feedback that shapes performers’ metaperceptions, self-assessments, and decision-making, but that evaluators’ expressions are ambiguous signals that may lead performers to make suboptimal decisions about their work.
Faculty Advisor(s): R. Ely (Co-Chair), A. Cuddy (Co-Chair), A. Brooks, and M. Norton

Curtis Chan

Abstract:
The Double-Edged Sword of Organizational Culture: The Doing and Undoing of Normative Control with a Legitimized and Ambiguous Frame
Culture is often described by scholars as utilized by actors with strategic intention, and managers have long yearned to “master” culture in order to effectively recruit and manage their workforce. And in particular, culture is seen as a crucial part of the recruiting, management, and retention of talent in organizations—a key means of normative control, binding members’ hearts and minds to the organization’s interest. Yet, organizational culture may be double-edged: an intentional use of culture can have both intended effects as well as countervailing unintended consequences. In this paper, I build theory around how organizational culture can be double-edged, by theorizing the characteristics and the downstream processes that allow a cultural element to have countervailing effects of both producing and undermining normative control. To do this, I draw on a two-year, inductive, ethnographic case study of consultants at a strategy consulting firm, ConsultingCo, wherein the organizational culture revolves around the frame of having “Impact”. Overall, I find that the ambiguity and legitimacy of a cultural element allow it to be double-edged because the cultural element powerfully draws in broad swath of recruits, but it also gives too much interpretive space and too high expectations on the cultural element, such that many members come to divergent interpretations of the cultural element and use the cultural element as a reason to leave the organization. I conclude by suggesting this study’s theoretical implications for scholarship on culture in organizations. This study also shows that practitioners ought to be cautious about the cultural elements used to manage people; it may be possible that the same frame that helps recruiting may hinder retention.

Ryann Manning

Abstract:
Forthcoming
Forthcoming
Faculty Advisor(s): M.Lamont (Co-chair), K. McGinn (Co-Chair), J. Battilana, and J.Viterna