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• Case | HBS Case Collection | October 2018 (Revised July 2019)

  BulkWhiz: Negotiating as a Startup Founder in the UAE

  Katherine Coffman, Christine Exley and Alpana Thapar

  This case follows Amira Rashad as she founds BulkWhiz, a Dubai-based buy-in-bulk grocery delivery platform. Following its launch in September 2017, BulkWhiz experiences rapid growth of 30 percent per month in the United Arab Emirates. Despite this initial success, Rashad finds herself at a critical juncture just nine months later, with a number of internal and external negotiations awaiting her. First, she is eager to convince her Chief Technology Officer to come on-board full-time, and needs to finalize details on his transition and compensation. Second, she is wrestling with how to expand her business beyond the UAE market. Finally, she is seeking series A fundraising, to fuel the company’s growth. How should she approach and sequence these negotiations, and what obstacles might loom?

  Keywords: entrepreneurial management; start-ups; Startup; Female Entrepreneur; technology; e-commerce; decision-making; negotiations; co-founders; fundraising; Entrepreneurship; Business Startups; Management; Online Technology; Growth and Development Strategy; Decision Making; Negotiation; Expansion; Middle East; United Arab Emirates;

  Citation:

  Coffman, Katherine, Christine Exley, and Alpana Thapar. "BulkWhiz: Negotiating as a Startup Founder in the UAE." Harvard Business School Case 919-004, October 2018. (Revised July 2019.)  View Details

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• Working Paper | 2019

  Gendering of Question-Asking Chatbots

  Karen Huang, Michael Yeomans and Alison Wood Brooks

  Citation:

  Huang, Karen, Michael Yeomans, and Alison Wood Brooks. "Gendering of Question-Asking Chatbots." Working Paper, 2019.  View Details

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• Article | Journal of Experimental Psychology: General | April 2019

  Mitigating Malicious Envy: Why Successful Individuals Should Reveal Their Failures

  Alison Wood Brooks, Karen Huang, Nicole Abi-Esber, Ryan W. Buell, Laura Huang and Brian Hall

  People often feel malicious envy, a destructive interpersonal emotion, when they compare themselves to successful peers. Across three online experiments and a field experiment of entrepreneurs, we identify an interpersonal strategy that can mitigate feelings of malicious envy in observers: revealing one’s failures. Despite a general reluctance to reveal one’s failures—as they are happening and after they have occurred—across four experiments, we find that revealing both successes and failures encountered on the path to success (compared to revealing only successes) decreases observers’ malicious envy. This effect holds regardless of the discloser’s status and cannot be explained by a decrease in perceived status of the individual. Then, in a field experiment at an entrepreneurial pitch competition, where pride displays are common and stakes are high, we find suggestive evidence that learning about the failures of a successful entrepreneur decreases observers’ malicious envy while increasing their benign envy in addition to decreasing their perceptions of the entrepreneur’s hubristic pride (i.e., arrogance) while increasing their perceptions of the entrepreneur’s authentic pride (i.e., confidence). These findings align with previous work on the social-functional relation of envy and pride. Taken together, our results highlight how revealing failures encountered on the way to success can be a counterintuitive yet effective interpersonal emotion regulation strategy.

  Keywords: Emotions; Perception; Interpersonal Communication; Communication Strategy;

  Citation:

  Brooks, Alison Wood, Karen Huang, Nicole Abi-Esber, Ryan W. Buell, Laura Huang, and Brian Hall. "Mitigating Malicious Envy: Why Successful Individuals Should Reveal Their Failures." Journal of Experimental Psychology: General 148, no. 4 (April 2019): 667–687.  View Details

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