(with Sampsa Samila and Alexander Oettl)
We explore whether helpful behavior makes collaborative networks more resilient to decay. Using a novel research design, we study whether research collaborations among 11,000 pairs of research immunologists persists after the unexpected loss of a third collaborator. We find that dyads whose departed third collaborator was helpful—as indicated by acknowledgments in journal articles—continue to collaborate after the death of their third. In contrast, dyads who lost a non-helpful third experienced a 5-12%-point decline in their probability of repeat collaboration. The effect of third-party helpfulness was particularly strong when they were high status and when the treated dyad did not have a prior history of helpful behavior. Our results speak to the central role that helpfulness plays in shaping the collaborative relationships that underpin science and innovation.
Strategic Management Journal, 40(3), 331-356
(with Aaron Chatterji, Solene Delecourt and Rembrand Koning)
Why do some entrepreneurs thrive while others fail? We explore whether the advice entrepreneurs receive about managing their employees influences their startup’s performance. We conducted a randomized field experiment in India with 100 high-growth technology firms whose founders received in-person advice from other entrepreneurs who varied in their managerial style. We find that entrepreneurs who received advice from peers with a formal approach to managing people—instituting regular meetings, setting goals consistently, and providing frequent feedback to employees—grew 28% larger and were 10 percentage points less likely to fail than those who got advice from peers with an informal approach to managing people, two years after our intervention. Entrepreneurs with MBAs or accelerator experience did not respond to this intervention, suggesting that formal training can limit the spread of peer advice.