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Chengwei Liu
University of Warwick
22Publications
6H-index
139Citations
Publications 22
Newest
#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...
#1Christina Fang (York University)
#2Chengwei Liu (European School of Management and Technology)
Last.Sidney G. Winter (UPenn: University of Pennsylvania)H-Index: 56
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#1Christina Fang (York University)
#2Chengwei Liu (European School of Management and Technology)
view all 0 authors...
#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...
#1Chengwei LiuH-Index: 6
#2Jerker DenrellH-Index: 19
To what extent will performance differences persist? Prior studies have suggested that a large proportion of performance variances cannot be explained by systematic factors. The unexplained variance, i.e., chance implies that one should not expect performance differences to persist. In particular, more extreme performances are likely to regress more to the mean. We empirically examine this statistical account of performance persistence in six datasets: National Football League (2001-2016), Natio...
#1Chengwei Liu (Warw.: University of Warwick)H-Index: 6
#2Christopher Y. Olivola (CMU: Carnegie Mellon University)H-Index: 16
Last.Balázs Kovács (Yale University)H-Index: 12
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We explore the perceptions, preferences, and motivations that contribute to a widely recognized phenomenon: the continuous rise of coauthorship within the field of management. Using data from Web of Science, we first confirm that the average number of authors on published papers has steadily and continuously increased over the last 4 decades and compare this trend across subfields and journals. We also conduct a survey, asking management researchers about their perceptions of coauthorship trends...
#1Chengwei LiuH-Index: 6
#2Ivo VlaevH-Index: 17
Last.Nick ChaterH-Index: 60
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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...
#1Chengwei Liu (Warw.: University of Warwick)H-Index: 6
Research suggests that people tend to be fooled by randomness and mistake luck for skill, particularly when evaluating extreme performances. I argue that these predictable mistakes can be translated into a source of competitive advantage: informed managers can exploit others’ misperceptions of luck, such as by arbitraging in strategic factor markets. I then discuss limits to this arbitrage strategy due to social constraints: stakeholders may not be able to accurately evaluate performances and ma...
#1Chengwei LiuH-Index: 6
#2Ivo VlaevH-Index: 17
Last.Nick ChaterH-Index: 60
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 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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