Breaking the Cycle: How the News and Markets Created a Negative Feedback Loop in COVID-19
New research from CBS Professor Harry Mamaysky reveals how negativity in the news and markets can escalate a financial crisis.
New research from CBS Professor Harry Mamaysky reveals how negativity in the news and markets can escalate a financial crisis.
Adapted from “Global Value Chains in Developing Countries: A Relational Perspective from Coffee and Garments,” by Laura Boudreau of Columbia Business School, Julia Cajal Grossi of the Geneva Graduate Institute, and Rocco Macchiavello of the London School of Economics.
Adapted from “Online Advertising as Passive Search,” by Raluca M. Ursu of New York University Stern School of Business, Andrey Simonov of Columbia Business School, and Eunkyung An of New York University Stern School of Business.
This paper from Columbia Business School, “Meaning of Manual Labor Impedes Consumer Adoption of Autonomous Products,” explores marketing solutions to some consumers’ resistance towards autonomous products. The study was co-authored by Emanuel de Bellis of the University of St. Gallen, Gita Johar of Columbia Business School, and Nicola Poletti of Cada.
Co-authored by John B. Donaldson of Columbia Business School, “The Macroeconomics of Stakeholder Equilibria,” proposes a model for a purely private, mutually beneficial financial agreement between worker and firm that keeps decision-making in the hands of stockholders while improving the employment contract for employees.
At Columbia Business School, our faculty members are at the forefront of research in their respective fields, offering innovative ideas that directly impact the practice of business today. A quick glance at our publication on faculty research, CBS Insights, will give you a sense of the breadth and immediacy of the insight our professors provide.
As a student at the School, this will greatly enrich your education. In Columbia classrooms, you are at the cutting-edge of industry, studying the practices that others will later adopt and teach. As any business leader will tell you, in a competitive environment, being first puts you at a distinct advantage over your peers. Learn economic development from Ray Fisman, the Lambert Family Professor of Social Enterprise and a rising star in the field, or real estate from Chris Mayer, the Paul Milstein Professor of Real Estate, a renowned expert and frequent commentator on complex housing issues. This way, when you complete your degree, you'll be set up to succeed.
Columbia Business School in conjunction with the Office of the Dean provides its faculty, PhD students, and other research staff with resources and cutting edge tools and technology to help push the boundaries of business research.
Specifically, our goal is to seamlessly help faculty set up and execute their research programs. This includes, but is not limited to:
All these activities help to facilitate and streamline faculty research, and that of the doctoral students working with them.
This study investigates the impact of early relationships on innovation at entrepreneurial firms. Prior research has largely focused on the benefits of network ties, documenting the many advantages that accrue to firms embedded in a rich network of interorganizational relationships. In contrast, we build on research emphasizing potential drawbacks to examine how competitive exposure, enabled by powerful intermediaries, can inhibit innovation.
The current research used the contexts of U.S. presidential debates and negotiations to examine whether matching the linguistic style of an opponent in a two-party exchange affects the reactions of third-party observers. Building off communication accommodation theory (CAT), interaction alignment theory (IAT), and processing fluency, we propose that language style matching (LSM) will improve subsequent third-party evaluations because matching an opponent's linguistic style reflects greater perspective taking and will make one's arguments easier to process.
The current research examined whether cross-national variation in egalitarianism predicts talent levels and organizational performance. We propose that national variation in egalitarianism predicts country-level talent because egalitarianism influences policymaking at the institutional level and everyday social interactions at the psychological level. We compared the relative impact of institutional and psychological measures of equality using the context of international performance in the most popular worldwide sport: football (soccer).
Philosophers and psychologists have long been interested in identifying factors that influence moral judgment. The current analysis compares the literatures on moral psychology and decision-making under uncertainty to propose that utilitarian choices are driven by the same forces that lead to risky choices.
The current research integrates perspectives on gendered race and person-position fit to introduce the concept of a <em>gender profile</em>. We propose that both the "gender" of a person's biological sex and the "gender" of a person's race (Asians are perceived as feminine and Blacks as masculine) help comprise an individual's gender profile — the overall femininity or masculinity associated with their demographic characteristics. We also propose that occupational positions have gender profiles.
The current research examines how power affects performance in pressure-filled contexts. We present low-power-threat and high-power-lift effects, whereby performance in high-stakes situations suffers or is enhanced depending on one's power; that is, the power inherent to a situational role can produce effects similar to stereotype threat and lift. Three negotiations experiments demonstrate that role-based power affects outcomes but only when the negotiation is diagnostic of ability and, therefore, pressure-filled.
Eight studies explored the antecedents and consequences of whether people locate their sense of self in the brain or the heart. In Studies 1a–f, participants' self-construals consistently influenced the location of the self: The general preference for locating the self in the brain rather than the heart was enhanced among men, Americans, and participants primed with an independent self-construal, but diminished among women, Indians, and participants primed with an interdependent self-construal.
People frequently feel anxious. Although prior research has extensively studied how feeling anxious shapes intrapsychic aspects of cognition, much less is known about how anxiety affects interpersonal aspects of cognition. Here, we examine the influence of incidental experiences of anxiety on perceptual and conceptual forms of perspective taking.
Although skilled return migrants are structurally positioned as cross-border brokers to conduct knowledge transfer from abroad to their home countries, they do not systematically do so. Using an original dataset of 4,183 former J1 Visa holders—all of whom worked in the U.S.—from 81 different countries, I argue that returnees' knowledge transfer success depends on their embeddedness in their home and host country workplaces and the evaluation of the knowledge recipients in their home country organizations.
Are the rich more unethical than the poor? To answer this question, the current research introduces a key conceptual distinction between selfish and unethical behavior. Based on this distinction, the current article offers 2 novel findings that illuminate the relationship between social class and unethical behavior. First, the effects of social class on unethical behavior are not invariant; rather, the effects of social class are moderated by whether unethical behavior benefits the self or others.
The current research shows that having no power can be better than having a little power. Negotiators prefer having some power (weak negotiation alternatives) to having no power (no alternatives). We challenge this belief that having any alternative is beneficial by demonstrating that weak alternatives create low anchors that reduce the value of first offers. In contrast, having no alternatives is liberating because there is no anchor to weigh down first offers.
The current research explores whether the foreign professional experiences of influential executives predict firm-level creative output. We introduce a new theoretical model, the Foreign Experience Model of Creative Innovations, to explain how three dimensions of executives' foreign work experiences — breadth, depth, and cultural distance — predict an organization's creative innovations, which we define as the extent to which final, implemented products or services are novel and useful from the standpoint of external audiences.
Functional accounts of hierarchy propose that hierarchy increases group coordination and reduces conflict. In contrast, dysfunctional accounts claim that hierarchy impairs performance by preventing low-ranking team members from voicing their potentially valuable perspectives and insights. The current research presents evidence for both the functional and dysfunctional accounts of hierarchy within the same dataset. Specifically, we offer empirical evidence that hierarchical cultural values affect the outcomes of teams in high-stakes environments through group processes.
Eight studies found a robust negative relationship between the experience of power and the experience of loneliness. Dispositional power and loneliness were negatively correlated (Study 1). Experimental inductions established causality: we manipulated high versus low power through autobiographical essays, assignment to positions, or control over resources, and found that each manipulation showed that high versus low power decreased loneliness (Studies 2a–2c).
This review synthesizes research on power and morality. Although power is typically viewed as undermining the roots of moral behavior, this paper proposes power can either morally corrupt or morally elevate individuals depending on two crucial factors. First, power can trigger behavioral disinhibition. As a consequence, power fosters corruption by disinhibiting people's immoral desires, but can also encourage ethical behavior by amplifying moral impulses. Second, power leads people to focus more on their self, relative to others.
We predicted that experiencing emotions that reflect uncertainty about the world (e.g., worry, surprise, fear, hope), compared to certain emotions (e.g., anger, happiness, disgust, contentment), would activate the need to imbue the world with order and structure across a wide range of compensatory measures. To test this hypothesis, three experiments orthogonally manipulated the uncertainty and the valence of emotions. Experiencing uncertain emotions increased defense of government (Experiment 1) and led people to embrace conspiracies and the paranormal (Experiment 2).
The current research demonstrates that authenticity is directly linked to morality. Across five experiments, we found that experiencing inauthenticity consistently led participants to feel more immoral and impure. This inauthenticity-feeling immoral link produced an increased desire to cleanse oneself and to engage in moral compensation by behaving prosocially. We established the role that impurity played in these effects through mediation and moderation.
Music has long been suggested to be a way to make people feel powerful. The current research investigated whether music can evoke a sense of power and produce power-related cognition and behavior. Initial pretests identified musical selections that generated subjective feelings of power. Experiment 1 found that music pretested to be powerful implicitly activated the construct of power in listeners. Experiments 2–4 demonstrated that power-inducing music produced three known important downstream consequences of power: abstract thinking, illusory control, and moving first.
At some point, every company makes a mistake that requires an apology — to an individual; a group of customers, employees, or business partners; or the public at large. And more often than not, companies and their leaders fail to apologize effectively, if at all, which can severely damage their reputations and their relationships with stakeholders. Companies need clearer guidelines for determining whether a mistake merits an apology and, when it does, for crafting and delivering an effective message.
Successful managers and leaders need to effectively navigate their organizational worlds, from motivating customers and employees to managing diversity to preventing and resolving conflicts. Perspective-taking is a psychological process that is particularly relevant to each of these activities. The current review critically examines perspective-taking research conducted by both management scholars and social psychologists and specifies perspective-taking's antecedents, consequences, mechanisms, and moderators, as well as identifies theoretical and/or empirical shortfalls.
The current research examined the relationship between hierarchy and vocal acoustic cues. Using Brunswik's lens model as a framework, we explored how hierarchical rank influences the acoustic properties of a speaker's voice and how these hierarchy-based acoustic cues affect perceivers' inferences of a speaker's rank. By using objective measurements of speakers' acoustic cues and controlling for baseline cue levels, we were able to precisely capture the relationship between acoustic cues and hierarchical rank, as well as the covariation among the cues.
Having a well-defined hierarchy can contribute to organizational effectiveness: it helps people know who does what, when and how, and promotes efficient interactions by setting clear expectations for the behaviors of people of different ranks. This is especially true when people feel under threat, helping to restore a sense of order and control. However, sometimes hierarchy can hurt as much as it helps. In complex, dynamic situations, leaders need access to the most complete and varied information to make the best decisions.
Although economists, politicians, and business leaders have long emphasized the importance of entrepreneurship, defining and characterizing entrepreneurship has been elusive. Researchers have been unable to systematically connect the type of high-impact entrepreneurship found in regions such as Silicon Valley with the overall incidence of entrepreneurship in the population.
Power transforms consumer behavior. This research introduces a critical theoretical moderator of power's effects by promoting the idea that power is accompanied by both an experience (how it feels to have or lack power) and expectations (schemas and scripts as to how those with or without power behave). In some cases, the psychological experience of power predisposes people to behave one way, whereas attention to the expectations of power suggests behaving in another way. As a consequence, power's effects for consumer behavior can hinge on consumers' focus.
Five studies examined the relationship between talent and team performance. Two survey studies found that people believe there is a linear and nearly monotonic relationship between talent and performance: Participants expected that more talent improves performance and that this relationship never turns negative. However, building off research on status conflicts, we predicted that talent facilitates performance — but only up to a point, after which the benefits of more talent decrease and eventually become detrimental as intrateam coordination suffers.
Five studies examined the effect of breadth and depth of foreign experiences on generalized trust. Study 1 found that the breadth (number of countries traveled) but not the depth (amount of time spent traveling) of foreign travel experiences predicted trust behavior in a decision-making game. Studies 2 and 3 established a causal effect on generalized trust by experimentally manipulating a focus on the breadth versus depth of foreign experiences. Study 4 used a longitudinal design to establish that broad foreign travel experiences increased generalized trust.
A longitudinal study found that the psychological approach individuals take when immersed in a general multicultural environment can predict subsequent career success. Using a culturally diverse sample, we found that "multicultural engagement" — the extent to which students adapted to and learned about new cultures — during a highly international 10-month master of business administration (MBA) program predicted the number of job offers students received after the program, even when controlling for important personality/demographic variables.
Numerous studies have found that perspective-taking reduces stereotyping and prejudice, but they have only involved negative stereotypes. Because target negativity has been empirically confounded with reduced stereotyping, the general effects of perspective-taking on stereotyping and prejudice are unclear.
Friendly gestures (e.g., smiles, flattery, favors) typically build trust and earn good will. However, we propose that people feel unsettled when enemies initiate friendly gestures. To resolve these sensemaking difficulties, people find order through superstitious reasoning about friendly enemies. Supporting this theorizing, friendly enemies created sensemaking difficulty, which in turn mediated people's tendencies to blame them for coincidental negative outcomes (Experiment 1).
The current research explores how awareness of shared attention influences attitude formation. We theorized that sharing the experience of an object with fellow group members would increase elaborative processing, which in turn would intensify the effects of participant mood on attitude formation. Four experiments found that observing the same object as similar others produced more positive ratings among those in a positive mood, but more negative ratings among those in a negative mood.
Power is a psychological accelerator, propelling people toward their goals; however, these goals are often egocentrically focused. Perspective-taking is a psychological steering wheel that helps people navigate their social worlds; however, perspective-taking needs a catalyst to be effective.
The idea that group contexts can intensify emotions is centuries old. Yet, evidence that speaks to how, or if, emotions become more intense in groups remains elusive. Here we examine the novel possibility that group attention — the experience of simultaneous coattention with one's group members — increases emotional intensity relative to attending alone, coattending with strangers, or attending nonsimultaneously with one's group members. In Study 1, scary advertisements felt scarier under group attention.
Although a great deal of research has examined specific behaviors that positively affect leaders' negotiation processes and outcomes, there has been considerably less attention devoted to stable characteristics, psychological or physical, that might also influence outcomes at the bargaining table. In the current research, we identify a measureable physical trait — the facial width-to-height ratio — that predicts negotiation performance in men.
In this article, we review empirical research investigating the efficacy of perspective-taking — the active consideration of others' mental states and subjective experiences — as a strategy for navigating intergroup environments. We begin by describing some of the benefits accrued from perspective-taking: more favorable implicit and explicit intergroup evaluations, stronger approach-oriented action tendencies and positive non-verbal behaviors, increased intergroup helping, reduced reliance on stereotype-maintaining mental processes, and heightened recognition of intergroup disparities.
The current research establishes a first-mover disadvantage in negotiation. We propose that making the first offer in a negotiation will backfire when the sender reveals private information that an astute recipient can leverage to his or her advantage. In two experiments, we manipulated whether the first offer was purely distributive or revealed that the sender's preferences were compatible with the recipient's preferences (i.e., the negotiators wanted the same outcome on an issue).
The article describes the potential negative consequences of the courses about academia, and especially the danger of weakening research and the innovation system of research universities. The MOOC courses may disrupt the structure of higher education because their business model is effective in de-linking the three components of an active University: teaching, research, and approval of credit for degree-granting courses. In the end, the article offers universities several ways to deal with the negative consequences of these MOOC courses.
We propose that the psychological states individuals bring into newly formed groups can produce meaningful differences in status attainment. Three experiments explored whether experimentally created approach-oriented mindsets affected status attainment in groups, both immediately and over time. We predicted that approach-oriented states would lead to greater status attainment by increasing proactive behavior.
Previous research suggests that there is a fundamental link between expansive body postures and feelings of power. The current research demonstrates that this link is not universal, but depends on people's cultural background (Western versus East Asian) and on the particular type of expansive posture enacted. Three types of expansive postures were examined in the present studies: the expansive-hands-spread-on-desk pose (Carney et al., 2010), the expansive-upright-sitting pose, and the expansive-feet-on-desk pose (Carney et al., 2010).
Perspective taking is often the glue that binds people together. However, we propose that in competitive contexts, perspective taking is akin to adding gasoline to a fire: It inflames already-aroused competitive impulses and leads people to protect themselves from the potentially insidious actions of their competitors. Overall, we suggest that perspective taking functions as a relational amplifier.
We present a theoretical model of reappropriation — taking possession of a slur previously used exclusively by dominant groups to reinforce another group's lesser status. Ten experiments tested this model and established a reciprocal relationship between power and self-labeling with a derogatory group term. We first investigated precursors to self-labeling: Group, but not individual, power increased participants' willingness to label themselves with a derogatory term for their group. We then examined the consequences of such self-labeling for both the self and observers.
Although previous research has shown that making the first offer leads to a distributive advantage in negotiations, the current research explored how the timing of first offers affects the creativity of negotiation agreements. We hypothesized that making the first offer later rather than earlier in the negotiation would facilitate the discovery of creative agreements that better meet the parties' underlying interests. Experiment 1 demonstrated that compared with early first offers, late first offers facilitated creative agreements that better met the parties' underlying interests.
Integrating recent work on emotional communication with social science theories on unpredictability, we investigated whether communicating emotional inconsistency and unpredictability would affect recipients' concession-making in negotiation. We hypothesized that emotional inconsistency and unpredictability would increase recipients' concessions by making recipients feel less control over the outcome. In Experiment 1, dyads negotiated face-to-face after one negotiator within each dyad expressed either anger or emotional inconsistency by alternating between anger and happiness.
Six studies explored the overlap between racial and gender stereotypes, and the consequences of this overlap for interracial dating, leadership selection, and athletic participation. Two initial studies captured the explicit and implicit gender content of racial stereotypes: Compared with the White stereotype, the Asian stereotype was more feminine, whereas the Black stereotype was more masculine.
A common cliché and system-justifying stereotype is that power leads to misery and self-alienation. Drawing on the power and authenticity literatures, however, we predicted the opposite relationship. Because power increases the correspondence between internal states and behavior, we hypothesized that power enhances subjective well-being (SWB) by leading people to feel more authentic.
Social scientists have spent decades studying how individuals achieve status within organizational groups — that is, how they gain respect, prominence, and influence in the eyes of others. We know, for example, that demographics matter: People of the historically dominant race and gender and a respected age (white men over 40 in the western corporate world) are typically afforded higher status than everyone else.
Five studies explore observers' condemnation of passive victims. Studies 1 and 2 examine the role of observers' behavioral forecasts in condemning passive victims of sexual harassment. Observers generally predicted that they would engage in greater confrontation than victims typically do. More importantly, the more confrontation participants predicted they would engage in, the more they condemned the passive victim, and the less willing they were to recommend the victim for a job and to work with her.
The current research explores whether momentary changes in power can shift professional interview outcomes. Two experiments manipulated power by asking applicants to recall a time they had or lacked power prior to writing a job application letter (Experiment 1) or being interviewed for admission to business schools (Experiment 2).
The first-offer effect demonstrates that negotiators achieve better outcomes when making the first offer than when receiving it. The evidence, however, primarily derives from studies of Westerners without systematic power differences negotiating over one issue — contexts that may amplify the first-offer effect. Thus, the present research explored the effect across cultures, among negotiators varying in power, and in negotiations involving single and multiple issues.