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Christina Fang
New York University
31Publications
11H-index
954Citations
Publications 29
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#1Jerker Denrell (Warw.: University of Warwick)H-Index: 19
#2Christina Fang (NYU: New York University)H-Index: 11
Last.Chengwei Liu (Warw.: University of Warwick)H-Index: 6
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How performance is perceived and attributed has important implications for strategizing. Much research in the cognitive and social sciences suggests that people tend to mistake luck for skill in ev...
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#2Christina FangH-Index: 11
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#1Christina FangH-Index: 11
#2Chengwei LiuH-Index: 6
Abstract Behavioral strategy completes the analyses of superior profitability by highlighting how non-economic, behavioral barriers generate an alternative source of strategic opportunities. Existing internal and external analysis frameworks fail to explain why strategic factors can be systematically mispriced and why large firms’ structural and resource advantage are regularly disrupted by entrepreneurs. We argue that the systematic biases documented in the behavioral and organizational science...
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#1Christina Fang (Cheung Kong Graduate School of Business)H-Index: 11
#2Ji-hyun Jason Kim (Yonsei University)H-Index: 1
Research Summary: We ask two questions: First, what are the underlying mechanisms that explain the power of modularity? Second, is the power of modularity robust in nonmodular problems? We replicate and then reconcile the key results in two prior models on modularity: EL and (b) allow evaluation of the changes to be made by the module‐level manager not by the organization‐level manager. When the manager does not know whether the modularity in organizational design fits with the modularity in the...
1 CitationsSource
#1Christina FangH-Index: 11
#2Chengwei LiuH-Index: 6
Decades of research in cognitive, organizational and social sciences shows that people do not always behave rationally (Bazerman & Moore, 2009; Kahneman, 2011; March & Heath, 1994). Systematic biases in individual actions and organizational behaviors are documented in various contexts, ranging from everyday decisions to high stake ones such as political forecasts and merger and acquisitions. We argue that these systematic biases in fact illuminate an alternative source of competitive advantage. ...
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#1Christina FangH-Index: 11
#2Hazhir RahmandadH-Index: 19
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Behavioral Strategy represents a highly active and increasingly influential area of research within the strategic management domain. Behavioral Strategy has long lineages dating back foundational work on behavioral decision theory, behavioral theory of the firm, and heuristics and biases among others. As a result of this diversity of theoretical inputs, scholars aspiring to realistic portrayal of actual strategy making, implementation, and outcomes employ not only a rich array of research method...
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#2David H. ZhuH-Index: 9
Last.Christina FangH-Index: 11
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The field of strategic management continues to see a surge in research from social and psychological perspectives. This panel discussion explores the current state of psychological research in strategic management. Although this stream of research has greatly enhanced our understandings of the psychological foundations of strategy, much more is needed to develop novel theoretical perspectives. This panel not only brings fresh perspectives to strategy research, but highlights how scholars use var...
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#1Chengwei LiuH-Index: 6
#2Ivo VlaevH-Index: 19
Last.Nick ChaterH-Index: 62
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We introduce strategists to the Mindspace framework and explore its applications in strategic contexts. This framework consists of nine effective behavioral interventions which are grounded in the public policy applications, and focuses on how changing the context can be more effective than attempts to de-bias decision-makers. Behavioral changes are likely when we follow rather than fight human nature. Better decisions can be achieved by engineering choice contexts to “engage a bias” to overcome...
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Last.Christina FangH-Index: 11
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This symposium uses a behavioral decision making perspective to uncover previously unrecognized pitfalls in management. Three presentations document novel shortcomings of managers' decision making (e.g., over-optimism about the final chosen option, insensitivity to sample size, and mismanaging employees' labor supply), and of organizational structures and policies (e.g., resetting good performers' performance record, deliberative personnel selection), both of which can contribute to higher-level...
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#1Chengwei LiuH-Index: 6
#2Ivo VlaevH-Index: 19
Last.Nick ChaterH-Index: 62
view all 5 authors...
This article introduces strategists to the Mindspace framework and explores its applications in strategic contexts. This framework consists of nine effective behavioral interventions that are groun...
3 CitationsSource
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