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Christina Fang
New York University
28Publications
11H-index
905Citations
Publications 28
Newest
Published on Feb 21, 2019in Academy of Management Review 10.63
Jerker Denrell19
Estimated H-index: 19
(Warw.: University of Warwick),
Christina Fang11
Estimated H-index: 11
(NYU: New York University),
Chengwei Liu6
Estimated H-index: 6
(Warw.: University of Warwick)
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...
Published on Sep 21, 2018
Christina Fang11
Estimated H-index: 11
,
Chengwei Liu6
Estimated H-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...
Published on Sep 1, 2018in Strategic Management Journal 5.57
Christina Fang11
Estimated H-index: 11
(Cheung Kong Graduate School of Business),
Ji-hyun Jason Kim1
Estimated H-index: 1
(Yonsei University)
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...
Published on Jan 1, 2018
Mie Augier , Christina Fang11
Estimated H-index: 11
,
Violina P. Rindova29
Estimated H-index: 29
Published on Jan 1, 2018
Mie Augier , Christina Fang11
Estimated H-index: 11
,
Violina P. Rindova29
Estimated H-index: 29
Behavioral strategy has evolved as a field the last decades both intellectually and institutionally. This volume examines the relatively new field of behavioral strategy and its contribution to strategic management, with papers reflecting the past and present of behavioral strategy as a field, as well as possible avenues for future developments.
Published on Aug 1, 2017
Timothy David Hubbard , David H. Zhu8
Estimated H-index: 8
+ 3 AuthorsChristina Fang11
Estimated H-index: 11
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...
Published on Aug 1, 2017
Chengwei Liu6
Estimated H-index: 6
,
Ivo Vlaev17
Estimated H-index: 17
+ 2 AuthorsNick Chater60
Estimated H-index: 60
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...
Published on Aug 1, 2017
Krishna Savani , Siran Zhan2
Estimated H-index: 2
,
Christina Fang11
Estimated H-index: 11
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...
Published on May 1, 2017in California Management Review 5.00
Chengwei Liu6
Estimated H-index: 6
,
Ivo Vlaev17
Estimated H-index: 17
+ 2 AuthorsNick Chater60
Estimated H-index: 60
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 grounded in public policy applications, and it 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” t...
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