Advika Consulting Services: Challenges and Opportunities in Managing Human Capital

Alison Wood  Brooks; Francesca  Gino; Julia J. Lee; Bradley R. Staats; Andrew  Wasynczuk; John  Beshears

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Teaching Note | HBS Case Collection | February 2018

Advika Consulting Services: Challenges and Opportunities in Managing Human Capital

by Alison Wood Brooks, Francesca Gino, Julia J. Lee, Bradley R. Staats, Andrew Wasynczuk and John Beshears

Abstract

Teaching Note for HBS No. 916-033.

Keywords: consulting firms;

Language: English

Format: Print

13 pages

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Citation:

Brooks, Alison Wood, Francesca Gino, Julia J. Lee, Bradley R. Staats, Andrew Wasynczuk, and John Beshears. "Advika Consulting Services: Challenges and Opportunities in Managing Human Capital." Harvard Business School Teaching Note 918-038, February 2018.

About the Authors

Alison Wood Brooks

Assistant Professor of Business Administration

Negotiation, Organizations & Markets

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Francesca Gino

Tandon Family Professor of Business Administration
Unit Head, Negotiation, Organizations & Markets

Negotiation, Organizations & Markets

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Andrew Wasynczuk

Senior Lecturer of Business Administration

Negotiation, Organizations & Markets

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View Publications »

John Beshears

Terrie F. and Bradley M. Bloom Associate Professor of Business Administration

Negotiation, Organizations & Markets

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Supplement | HBS Case Collection | May 2019

Webasto Case Supplement

Francesca Gino and Paul Green

Citation:
Gino, Francesca, and Paul Green. " Webasto Case Supplement." Harvard Business School Multimedia/Video Supplement 919-702, May 2019. View Details

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Pisano, Gary P., and Francesca Gino. "Engineering Company Culture at Zaimella Ecuador (B)." Harvard Business School Multimedia/Video Supplement 919-706, May 2019. View Details

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Article | Journal of Experimental Social Psychology | May 2019

A Counterfeit Competence: After Threat, Cheating Boosts One's Self-Image

S. Wiley Wakeman, Celia Moore and F. Gino

In six studies, we show that after experiencing a threat to their abilities, individuals who misrepresent their performance as better than it actually is boost their feelings of competence. We situate these findings in the literature on self-protection. We show that this “counterfeit competence” effect holds when threat is measured (Study 1), manipulated (Study 2), and when the opportunity to cheat is randomly assigned (Study 3). We extend our findings to a workplace context, showing that threatened individuals who lie on a job application feel more capable than those who report them honestly (Study 4). Finally, consistent with the argument that counterfeit competence is driven by self-protection, we find individuals do not predict they would experience such a boost (Study 5) and that cheating after threat offers benefits similar to those provided by other established methods of self-protection (Study 6). Together, our findings suggest that, after threat, misrepresenting one’s performance can function as a mechanism that helps to restore positive self-evaluations about one’s capabilities.

Keywords: Cheating; self-perception; self-protection; Competency and Skills; Identity; Perception; Performance;

Citation:
Wakeman, S. Wiley, Celia Moore, and F. Gino. "A Counterfeit Competence: After Threat, Cheating Boosts One's Self-Image." Journal of Experimental Social Psychology 82 (May 2019): 253–265. View Details

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Advika Consulting Services: Challenges and Opportunities in Managing Human Capital

Abstract

Citation:

About the Authors

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