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• Article | Harvard Business Review (website) | September 11, 2019

  Research: Changing Your Mind Makes You Seem Intelligent

  Leslie K. John, Martha Jeong, Francesca Gino and Laura Huang

  Citation:

  John, Leslie K., Martha Jeong, Francesca Gino, and Laura Huang. "Research: Changing Your Mind Makes You Seem Intelligent." Harvard Business Review (website) (September 11, 2019).  View Details

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• Article | Organizational Behavior and Human Decision Processes | September 2019

  The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence

  Leslie John, Martha Jeong, Francesca Gino and Laura Huang

  Five studies explore the self-presentational consequences of refusing to “back down” – that is, upholding a stance despite evidence of its inaccuracy. Using data from an entrepreneurial pitch competition, Study 1 shows that entrepreneurs tend not to back down even though investors are more impressed by entrepreneurs who do. Next, in two sets of experiments, we unpack the psychology underlying why actors refuse to publicly back down and investigate observers’ impressions of those actors. Specifically, we show that observers view people who refuse to back down as confident but unintelligent, and these perceptions drive consequential decisions about such refusers, such as whether to invest in their ideas (Studies 1 & 2) or whether to hire them (Study 3). Although actors can intuit these effects (Study 4), this understanding is not reflected in their behavior because they are concerned with saving face (Study 5).

  Keywords: Self-presentation; belief perseverance; judgment; confidence; persuasion; Personal Characteristics; Behavior; Perception; Decision Making; Outcome or Result;

  Citation:

  John, Leslie, Martha Jeong, Francesca Gino, and Laura Huang. "The Self-Presentational Consequences of Upholding One's Stance in Spite of the Evidence." Organizational Behavior and Human Decision Processes 154 (September 2019): 1–14.  View Details

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• Case | HBS Case Collection | August 2019

  Magrabi: Fulfilling the Vision for the Future

  John Beshears, Alpana Thapar and Boris Tsimerinov

  In 2018, Magrabi was the leading retailer of eyeglasses, sunglasses, and other optical products in the Middle East, and it was embarking on a major shift in strategy, transitioning from a brand focused on clinical expertise to a brand that combined technical excellence with a luxury retail experience for customers. This case provides an opportunity to discuss the company’s plans for executing its strategy, especially when it comes to recruiting the right people and setting them up for success.

  Keywords: Brands and Branding; Transition; Luxury; Strategy; Employees; Recruitment; Consumer Products Industry; Middle East;

  Citation:

  Beshears, John, Alpana Thapar, and Boris Tsimerinov. "Magrabi: Fulfilling the Vision for the Future." Harvard Business School Case 920-009, August 2019.  View Details

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