Tag: Startups

• March 3, 2019

  Prior social ties and the limits of peer effects on startup team performance’

  Strategic Management Journal 40(9) (with Rembrand Koning) We conduct a field experiment at an entrepreneurship bootcamp to investigate whether interaction with proximate peers shapes a nascent startup team’s performance. We find that teams whose members lack prior ties to others at the bootcamp experience peer effects that influence the quality of their product prototypes. A…
• September 22, 2018

  Conversations and idea generation: Evidence from a field experiment

  Research Policy, 48(9) (with Rembrand Koning) When do conversations lead people to generate better ideas? We conducted a field experiment at a startup bootcamp to evaluate the impact of informal conversations on the quality of product ideas generated by participants. Specifically, we examine how the personality of an innovator (openness to experience, capturing creativity) and…
• September 22, 2018

  When does advice impact startup performance?

  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…
• September 19, 2018

  iSPIRT: M&A Connect (Part B)

  Stanford GSB Case Study (with Sarah Rosenthal) Part B explores the launch of M&A Connect, a one-man initiative led by Sanat Rao, to serve as a matchmaker between viable, high-potential Indian startups and U.S.-based acquirers such as Google, AutoDesk, and Intel.  Students learn how Rao approached the challenge of finding inroads into the corporate development…