Finance

- October 2021
- Article
And the Children Shall Lead: Gender Diversity and Performance in Venture Capital

By: Paul A. Gompers and Sophie Calder-Wang

With an overall lack of gender and ethnic diversity in the innovation sector documented in Gompers and Wang (2017), we ask the natural next question: Does increased diversity lead to better firm performances? In this paper, we attempt to answer this question using a unique dataset of the gender of venture capital partners’ children. First, we find strong evidence that parenting more daughters leads to an increased propensity to hire female partners by venture capital firms. Second, using an instrumental variable set-up, we also show that improved gender diversity, induced by parenting more daughters, improves deal and fund performances. These effects concentrate overwhelmingly on the daughters of senior partners than junior partners. Taken together, our findings have profound implications on how the capital markets could function better with improved diversity.
- October 2021
- Article
And the Children Shall Lead: Gender Diversity and Performance in Venture Capital

By: Paul A. Gompers and Sophie Calder-Wang

With an overall lack of gender and ethnic diversity in the innovation sector documented in Gompers and Wang (2017), we ask the natural next question: Does increased diversity lead to better firm performances? In this paper, we attempt to answer this question using a unique dataset of the gender of venture capital partners’ children. First, we find...
- October 2021
- Article
Changing Gambling Behavior through Experiential Learning

By: Shawn A. Cole, Martin Abel and Bilal Zia

This paper tests experiential learning as a debiasing tool to reduce gambling in South Africa, through a randomized field experiment. The study implements a simple, interactive game that simulates the odds of winning the national lottery through dice rolling. Participants first roll one die until they obtain a six, followed by two dice until they roll 2 sixes. They are then informed that the probability of winning the lottery jackpot is equivalent to rolling all sixes with nine dice. The results show that individuals who need many attempts to roll 2 sixes play the lottery significantly less than the control group, while those who need fewer attempts adopt the opposite behavior. These findings provide practical guidance for designing interventions to give individuals brief experiences that correct biases in their beliefs.
- October 2021
- Article
Changing Gambling Behavior through Experiential Learning

By: Shawn A. Cole, Martin Abel and Bilal Zia

This paper tests experiential learning as a debiasing tool to reduce gambling in South Africa, through a randomized field experiment. The study implements a simple, interactive game that simulates the odds of winning the national lottery through dice rolling. Participants first roll one die until they obtain a six, followed by two dice until they...
- September 2021
- Case
Ensuring Your Family’s Future: The Alagil Family Office

By: Lauren Cohen, Esel Çekin and Fares Khrais

Muhammad Alagil was a second-generation leader in the well-known Alagil Family Group of businesses in Saudi Arabia and co-founder and chairman of its family office, Jarir Company for Commercial Investments (Jarir Investments). The case opens in 2021 with Alagil pondering whether or not to allow family members of the next generations aged 35 and over to spin off their pieces of the trust and set out on their own. This change would have been a massive departure from the state of mind he and his four brothers shared for the past decades: Why would anyone leave and shrink the pie? He was confident that none of the third generation (G3) would leave but he knew there was no guarantee they would stay either. He also knew that, when their time came, a portion of G4 members (the eldest of whom was 12 years old) would likely exercise that right and leave. With the sustainability of the family office in mind, would it be disastrous if some members left? The case discusses whether it was the G2 members’ responsibility to entice future generations to stay and, if so, how? If not, should they at least come up with a mechanism to ensure that future generations would survive on their own?
- September 2021
- Case
Ensuring Your Family’s Future: The Alagil Family Office

By: Lauren Cohen, Esel Çekin and Fares Khrais

Muhammad Alagil was a second-generation leader in the well-known Alagil Family Group of businesses in Saudi Arabia and co-founder and chairman of its family office, Jarir Company for Commercial Investments (Jarir Investments). The case opens in 2021 with Alagil pondering whether or not to allow family members of the next generations aged 35 and...

About the Unit

Our strategy is to assemble and nurture a faculty whose interests and skills complement each other, and who work well together:

a) to produce a broad range of finance-related research that is published in top-tier scientific and practitioner journals, and that addresses issues of present and future importance to managers (including regulators and policy makers);

b) to develop highly-relevant and intellectually rigorous MBA and executive education courses; and

c) to mentor future academics through the Business Economics doctoral program.

Our applied focus and access to business organizations are major advantages which are reinforced by our students and our case-based approach. We have a faculty with broad expertise, and we have resources, field contacts, and institutional support, all of which we can leverage to do richer work and be more productive than we could at other institutions.

Recent Publications

And the Children Shall Lead: Gender Diversity and Performance in Venture Capital

By: Paul A. Gompers and Sophie Calder-Wang

October 2021 |
Article |
Journal of Financial Economics

With an overall lack of gender and ethnic diversity in the innovation sector documented in Gompers and Wang (2017), we ask the natural next question: Does increased diversity lead to better firm performances? In this paper, we attempt to answer this question using a unique dataset of the gender of venture capital partners’ children. First, we find strong evidence that parenting more daughters leads to an increased propensity to hire female partners by venture capital firms. Second, using an instrumental variable set-up, we also show that improved gender diversity, induced by parenting more daughters, improves deal and fund performances. These effects concentrate overwhelmingly on the daughters of senior partners than junior partners. Taken together, our findings have profound implications on how the capital markets could function better with improved diversity.

Keywords: Venture Capital; Diversity; Gender; Performance Improvement; Capital Markets

Citation

Find at Harvard

Changing Gambling Behavior through Experiential Learning

By: Shawn A. Cole, Martin Abel and Bilal Zia

October 2021 |
Article |
World Bank Economic Review

This paper tests experiential learning as a debiasing tool to reduce gambling in South Africa, through a randomized field experiment. The study implements a simple, interactive game that simulates the odds of winning the national lottery through dice rolling. Participants first roll one die until they obtain a six, followed by two dice until they roll 2 sixes. They are then informed that the probability of winning the lottery jackpot is equivalent to rolling all sixes with nine dice. The results show that individuals who need many attempts to roll 2 sixes play the lottery significantly less than the control group, while those who need fewer attempts adopt the opposite behavior. These findings provide practical guidance for designing interventions to give individuals brief experiences that correct biases in their beliefs.

Keywords: Debiasing; Experiential Learning; Behavioral Economics; Financial Education; Learning; Games, Gaming, and Gambling; Behavior; Decision Making

Citation

Find at Harvard

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Ensuring Your Family’s Future: The Alagil Family Office

By: Lauren Cohen, Esel Çekin and Fares Khrais

September 2021 |
Case |
Faculty Research

Muhammad Alagil was a second-generation leader in the well-known Alagil Family Group of businesses in Saudi Arabia and co-founder and chairman of its family office, Jarir Company for Commercial Investments (Jarir Investments). The case opens in 2021 with Alagil pondering whether or not to allow family members of the next generations aged 35 and over to spin off their pieces of the trust and set out on their own. This change would have been a massive departure from the state of mind he and his four brothers shared for the past decades: Why would anyone leave and shrink the pie? He was confident that none of the third generation (G3) would leave but he knew there was no guarantee they would stay either. He also knew that, when their time came, a portion of G4 members (the eldest of whom was 12 years old) would likely exercise that right and leave. With the sustainability of the family office in mind, would it be disastrous if some members left? The case discusses whether it was the G2 members’ responsibility to entice future generations to stay and, if so, how? If not, should they at least come up with a mechanism to ensure that future generations would survive on their own?

Keywords: Family Business; Family Office; Second-generation; Third-generation; Investments; Finance; Investment; Financial Markets; Philanthropy; Middle East; Saudi Arabia

Citation

Educators

Paradigm Capital Value Fund

By: Luis M. Viceira

September 2021 |
Teaching Note |
Faculty Research

Citation

Purchase

Migrante: Using Tech to Provide Financial Inclusion to Immigrants

By: Boris Vallee and Mauricio Larrain

September 2021 |
Teaching Note |
Faculty Research

Citation

Shared Models in Networks, Organizations, and Groups

By: Joshua Schwartzstein and Adi Sunderam

2021 |
Working Paper |
Faculty Research

Why did the market rise yesterday? What are the implications of the latest school shooting? Why did a particular employee get promoted? To answer such questions, we often exchange models, stories, narratives, and interpretations with others. This paper provides a framework for thinking about such social exchanges of models. The key assumption, following Schwartzstein and Sunderam (2021), is that when people are exposed to multiple interpretations they adopt the one that best explains the data. A key implication is that within a network interpretations evolve. This evolution driven by social learning hardens reactions to data that are open to interpretation: following the exchange of models, people are more convinced they are able to explain the data. Thus, people in different networks can not only end up with vastly different beliefs, but in a sense be puzzled by the fact that others outside their network have different beliefs. For certain network structures, we show that social learning also mutes reactions to data that are open to interpretation: the exchange of models leaves beliefs closer to priors than they were before. Beyond studying fixed networks, we also consider how firm managers, politicians, and other agents are able to influence patterns of communication to their advantage. Agents who benefit from muting or broadly shared understandings will encourage a robust exchange of interpretations; agents who instead want new data to change behaviors will try to limit the exchange of interpretations, especially interpretations that suggest the data are not surprising. We apply the framework to consider the goal and structure of meetings in organizations, as well as the evolution and persistence of myths in social networks.

Citation

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