Person: Minor, Dylan Blu
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Minor
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Dylan Blu
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Minor, Dylan Blu
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Publication From Netscape to eHarmony: The High Risks and Big Rewards of Platform Markets(2013) Minor, Dylan BluPublication Toxic Workers(2015-11-03) Housman, Michael; Minor, Dylan BluWhile there has been a lot of research on finding and developing top performers in the workplace, less attention has been paid to the question of how to manage those workers who are harmful to organizational performance. In extreme cases, in addition to hurting performance, such workers can generate enormous regulatory and legal liabilities for the firm. We explore a large novel dataset of over 50,000 workers across 11 different firms to document a variety of aspects of workers’ characteristics and circumstances that lead them to engage in "toxic" behavior. We also find that avoiding a toxic worker (or converting him to an average worker) enhances performance to a much greater extent than replacing an average worker with a superstar worker.Publication Do People Who Care About Others Cooperate More? Experimental Evidence from Relative Incentive Pay(2015-11-04) Hernandez, Pablo; Minor, Dylan Blu; Sisak, DanaWe experimentally study ways in which the social preferences of individuals and groups affect performance when faced with relative incentives. We also identify the mediating role that communication and leadership play in generating these effects. We find other-regarding workers tend to depress efforts by 15% on average. However, selfish workers are nearly three times more likely to lead workers to coordinate on minimal efforts when communication is possible. Hence, the other-regarding composition of a team of workers has complex consequences for organizational performance.Publication The Organization of Non-market Strategy(2016-05-06) Minor, Dylan BluThe purpose of this paper is to explore how firms organize to engage in non-market strategy. To achieve this end, we explore the organization of non-market strategy via a formal model of the firm. The model is motivated by a qualitative study of the organization of non-market strategy of 25 large, U.S. firms. We found that firms either integrate non-market strategy activities throughout the firm or create stand-alone business units that specialize in non-market strategy activities. We find that the advantage of integration over specialization is U-shaped in the importance of non-market strategy to the firm's market strategy. We identify several other factors that predict the advantage (and disadvantage) of integration over specialization. The value of this paper is that it is (to the best of our knowledge) the first to identify the factors that should cause a firm to either integrate or specialize the organization of its non-market strategy. It also develops an original typology of the organization of non-market strategy.Publication The Value of Corporate Citizenship: Protection(2015-08-31) Minor, Dylan BluWe explore the notion that corporate citizenship, as obtained through Corporate Social Responsibility (CSR), is used by managers to protect firm value, helping their firm better withstand negative business shocks. We formally explore two parallel mechanisms for such protection .one of building moral capital (CSR Contributions) and another of improving investor posteriors (CSR Investments). We find some theoretical and empirical support for both of these, but in different settings. In particular, we find that firms with higher CSR Investments enjoy an average of $1 billion of saved firm value upon an adverse event. In contrast, CSR Contribution firms lose value (on average) upon an event, possibly due to disingenuous contributions. Meanwhile, due to managerial moral hazard, firms with high levels of CSR Contributions face adverse events more often, whereas those with high levels of CSR Investments face them less often.Publication Competing Matchmakers: An Experimental Analysis(INFORMS, 2011) Hossain, Tanjim; Minor, Dylan Blu; Morgan, JohnPlatform competition is ubiquitous, yet platform market structure is little understood. Theory models typically suffer from equilibrium multiplicity—platforms might coexist or the market might tip to either platform. We use laboratory experiments to study the outcomes of platform competition. When platforms are primarily vertically differentiated, we find that even when platform coexistence is theoretically possible, markets inevitably tip to the more efficient platform. When platforms are primarily horizontally differentiated, so there is no single efficient platform, we find strong evidence of equilibrium coexistence.Publication Choosing To Be "Good": How Managers Determine Their Impact on Financial and Social Performance(2015-07-29) Hong, Bryan; Minor, Dylan BluWe investigate the relationship between a manager’s influence on firm financial and social performance. To examine the mechanism governing the relationship between a manager’s investment decisions along both dimensions of performance, we use a formal agency theory model to develop testable implications. In our empirical results, we find that a manager’s influence on firm CSR activities is negatively related to their influence on financial performance. Also, as suggested by the implications of the model, we find that managers who operate in industries with more volatile financial performance and receive a lower share of compensation from incentive-based pay are more likely to have a positive influence on firm social performance.Publication Political Identity and Trust(2015-07-29) Hernandez, Pablo; Minor, Dylan BluWe explore how political identity affects trust. Using an incentivized experimental survey conducted on a representative sample of the U.S. population, we vary information about partners’ partisan identity to elicit trust behavior, beliefs about trustworthiness, and actual reciprocation. By eliciting beliefs, we are able to assess whether differences in trust rates are due to stereotyping or a "taste for discrimination." By measuring actual trustworthiness, we are able to determine whether beliefs are statistically correct. We find that trust is pervasive and depends on the partisan identity of the trustee. Differential trust rates are explained by incorrect stereotypes about the other’s lack of trustworthiness rather than by a "taste for discrimination." Given the importance of beliefs, we run additional treatments in which we disclose previous reciprocation rates before participants decide whether to trust. We find that beliefs are slightly more optimistic compared with the previous treatments, suggesting that incorrect stereotypes are hard to change.Publication Selecting the Best? Spillover and Shadows in Elimination Tournaments(2014) Brown, Jennifer; Minor, Dylan BluWe consider how past, current, and future competition within an elimination tournament affect the probability that the stronger player wins. We present a two-stage model that yields the following main results: (1) a shadow effect—the stronger the expected future competitor, the lower the probability that the stronger player wins in the current stage; and (2) an effort spillover effect—previous effort reduces the probability that the stronger player wins in the current stage. We test our theory predictions using data from high-stakes tournaments. Empirical results suggest that shadow and spillover effects influence match outcomes and have already been priced into betting markets.Publication CSR as Reputation Insurance: Primum Non Nocere(2011) Minor, Dylan Blu; Morgan, JohnWe provide a theoretical framework showing how CSR activities can insure a firm against lost reputation in the face of adverse events. We offer evidence for this linkage through a case study and a multi-year analysis of stock price responses for S&P 500 companies following product recalls. We find that firms with better CSR ratings fare better than those that do not. Furthermore, a firm that is exceptional in both doing good and avoiding harm suffers virtually no reputational damage following events. Using the results of the study, we offer a guide to managers for determining the appropriate amount and mix of CSR to undertake.