Female Inventors and Inventions

Rembrand  Koning; Sampsa  Samila; John-Paul  Ferguson

Working Paper | HBS Working Paper Series | 2019

Female Inventors and Inventions

by Rembrand Koning, Sampsa Samila and John-Paul Ferguson

Abstract

Has the increase in female medical researchers led to more medical advances for women? In this paper, we investigate if the gender of inventors shapes their types of inventions. Using data on the universe of US biomedical patents, we find that patents with women inventors are significantly more likely to focus on female diseases and conditions. Consistent with the idea of women researchers choosing to innovate for women, we find stronger effects when the lead inventor on the patent is a woman. Women-led research teams are 26 percent more likely to focus on female health outcomes. This link between the gender focus of the scientist and the type of invention, in combination with the rise of women inventors, appears to have influenced the direction of innovation over the last four decades. Our findings suggest that the demography of inventors matters not just for who invents but also for what is invented.

Keywords: innovation; Biomedical Research; Innovation and Invention; Diversity; Gender; Research; Health; United States;

Language: English

Format: Print

45 pages

SSRN Read Now

Citation:

Koning, Rembrand, Sampsa Samila, and John-Paul Ferguson. "Female Inventors and Inventions." Working Paper. (SSRN Working Paper Series, No. 3401889, June 2019.)

We conduct a field experiment at an entrepreneurship bootcamp to investigate whether interaction with proximate peers shapes a nascent startup team's performance. We find that teams whose members lack prior ties to others at the bootcamp experience peer effects that influence the quality of their product prototypes. A one-standard-deviation increase in the performance of proximate teams is related to a two-thirds standard-deviation improvement for a focal team. In contrast, we find that teams whose members have many prior ties interact less frequently with proximate peers, and thus their performance is unaffected by nearby teams. Our findings highlight how prior social connections, which are often a source of knowledge and influence, can limit new interactions and thus the ability of organizations to leverage peer effects to improve the performance of their members.

Recent work argues that experimentation is the appropriate framework for entrepreneurial strategy. We investigate this proposition by exploiting the time-varying adoption of A/B testing technology, which has drastically reduced the cost of experimentally testing business ideas. This paper provides the first evidence of how digital experimentation affects the performance of a large sample of high-technology startups using data that tracks their growth, technology use, and product launches. We find that, despite its prominence in the business press, relatively few firms have adopted A/B testing. However, among those that do, we find increased performance on several critical dimensions, including page views and new product features. Furthermore, A/B testing is positively related to tail outcomes, with younger ventures failing faster and older firms being more likely to scale. Firms with experienced managers also derive more benefits from A/B testing. Our results inform the emerging literature on entrepreneurial strategy and how digitization and data-driven decision-making are shaping strategy.

Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup's performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, two years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.

Faculty & Research

Female Inventors and Inventions

Abstract

Citation:

About the Author

More from the Author