Person: Stanton, Christopher
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Stanton
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Stanton, Christopher
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Publication Digital Labor Markets and Global Talent Flows(2017-06-28) Horton, John; Kerr, William; Stanton, ChristopherDigital labor markets are rapidly expanding and connecting companies and contractors on a global basis. We review the environment in which these markets take root, the micro- and macro-level studies of their operations, their ongoing evolution and recent trends, and perspectives for undertaking research with micro-data from these labor platforms. We undertake new empirical analyses of Upwork data regarding 1) the alignment of micro- and macro-level approaches to disproportionate ethnic-connected exchanges on digital platforms, 2) gravity model analyses of global outsourcing contract flows and their determinants for digital labor markets, and 3) quantification of own- and cross-country elasticities for contract work by wage rate. Digital labor markets are an exciting frontier for global talent flows and growing rapidly in importance.Publication Who Gets Hired? The Importance of Competition among Applicants(University of Chicago Press, 2018) Lazear, Edward P.; Shaw, Kathryn L.; Stanton, ChristopherDespite seeming to be an important requirement for hiring, the concept of a slot is absent from virtually all of economics. Macroeconomic studies of vacancies and search come closest, but the implications of slot-based hiring for individual worker outcomes has not been analyzed in a market context. A model of hiring into slots is presented in which job assignment is based on comparative advantage. Crucially, and consistent with almost all realistic hiring contexts, being hired and assigned to a job depends not only on one’s own skill but also on the skill of other applicants. The model has many implications, the most important of which are as follows: First, bumping of applicants occurs when one job seeker is slotted into a lower paying job or pushed into unemployment by another applicant who is more skilled. Second, less able workers are more likely to be unemployed because high ability workers are more flexible in what they can do. Third, vacancies are higher for difficult jobs because easy jobs can be filled by more workers. Fourth, some workers are overqualified for their jobs, whereas others are underqualified. Mis-assigned workers earn less than they would have had they found an open slot in a job that more appropriately matches their skills. Despite that, overqualified workers earn more than the typical worker in that job. These implications are borne out using four different data sets that match the data requirements to test these points and others implied by the model.Publication Landing the First Job: The Value of Intermediaries in Online Hiring(Oxford University Press (OUP), 2015) Stanton, Christopher; Thomas, CatherineOnline markets for remote labour services allow workers and firms to contract with each other directly. Despite this, intermediaries—called outsourcing agencies—have emerged in these markets. This article shows that agencies signal to employers that inexperienced workers are high quality. Workers affiliated with an agency have substantially higher job-finding probabilities and wages at the beginning of their careers compared to similar workers without an agency affiliation. This advantage declines after high-quality non-affiliated workers receive good public feedback scores. The results indicate that intermediaries have arisen endogenously to permit a more efficient allocation of workers to jobs.Publication Diasporas and Outsourcing: Evidence from oDesk and India(INFORMS, 2013-10-07) Ghani, Ejaz; Kerr, William; Stanton, ChristopherThis study examines the role of the Indian diaspora in the outsourcing of work to India. Our data are taken from oDesk, the world's largest online platform for outsourced contracts, where India is the largest country in terms of contract volume. We use an ethnic name procedure to identify ethnic Indian users of oDesk in other countries around the world. We find very clear evidence that diaspora-based links matter on oDesk, with ethnic Indians in other countries 32% (9 percentage points) more likely to choose a worker in India. Yet, the size of the Indian diaspora on oDesk and the timing of its effects make clear that the Indian diaspora was not a very important factor in India becoming the leading country on oDesk for fulfilling work. In fact, multiple pieces of evidence suggest that diaspora use of oDesk increases with familiarity of the platform, rather than a scenario where diaspora connections serve to navigate uncertain environments. We further show that diaspora-based contracts mainly serve to lower costs for the company contacts outsourcing the work, as the workers in India are paid about the market wage for their work. These results and other observations lead to the conclusion that diaspora connections continue to be important even as online platforms provide many of the features that diaspora networks historically provided (e.g., information about potential workers, monitoring, and reputation foundations).Publication Employee Responses to Compensation Changes: Evidence from a Sales Firm(Institute for Operations Research and the Management Sciences (INFORMS), 2021-12) Sandvik, Jason; Saouma, Richard; Seegert, Nathan; Stanton, ChristopherWhat are the long-term consequences of compensation changes? Using data from an inbound sales call center, we study employee responses to a compensation change that ultimately reduced take-home pay by 7% for the average affected worker. The change caused a significant increase in the turnover rate of the firm’s most productive employees, but the response was relatively muted for less productive workers. On-the-job performance changes were minimal among workers who remained at the firm. We quantify the cost of losing highly productive employees and find that their heightened sensitivity to changes in compensation limits managers’ ability to adjust incentives. Our results speak to a driver of compensation rigidity and the difficulty managers face when setting compensation.Publication Determinants of Small Business Reopening Decisions After COVID Restrictions Were Lifted(Wiley, 2022-01) Balla-Elliott, Dylan; Cullen, Zoe; Glaeser, Edward; Luca, Michael; Stanton, ChristopherThe COVID‐19 pandemic led to dramatic economic disruptions, including government‐imposed restrictions that temporarily shuttered millions of American businesses. We use a nationwide survey of thousands of small business owners to establish three main facts about business owners’ decisions to reopen at the end of the lockdowns. First, roughly 60 percent of firms planned to reopen within days of the end of legal restrictions, suggesting that the lockdowns were generally binding for businesses—although nearly 30 percent expected to delay their reopening by at least a month. Second, decisions to delay reopenings did not seem to be driven by concerns about employee or customer health; even businesses in high‐proximity sectors with the highest health risks generally reported intentions to reopen as soon as regulations allowed. Third, pessimistic demand projections primarily explain delays among firms that could legally reopen. Owners expected demand to be one‐third lower than before the crisis throughout the pandemic. Using experimentally induced shocks to perceived demand, we find that a 10 percent decline in expected demand results in a 1.5 percentage point (8 percent) increase in the likelihood that firms expected to remain closed for at least one month after being legally able to open. We use follow‐up surveys to cross‐validate expectations with realized outcomes. Overall, our results suggest that governments set more stringent guidelines for reopening than what many businesses would have selected, suggesting that governments may have internalized costs of contagion that businesses did not.Publication Workplace Knowledge Flows(Oxford Academic, 2020-08-01) Sandvik, Jason; Saouma, Richard; Seegert, Nathan; Stanton, ChristopherWe conducted a field experiment in a sales firm to test whether improving knowledge flows between coworkers affects productivity. Our design allows us to compare different management practices and to isolate whether frictions to knowledge transmission primarily reside with knowledge seekers, knowledge providers, or both. We find large productivity gains from treatments that reduced frictions for knowledge seekers. Workers who were encouraged to seek advice from a randomly chosen partner during structured meetings had average sales gains exceeding 15%. These effects lasted at least 20 weeks after the experiment ended. Treatments intended to change knowledge providers’ willingness to share information, in the form of incentives tied to partners’ joint output, led to positive—but transitory—sales gains. Directing coworkers to share knowledge raised average productivity and reduced output dispersion between workers, highlighting the role that management practices play in generating spillovers inside the firm.