We present evidence on the labor supply of CEOs, and on whether family and professional CEOs differ on this dimension. We do so through a new survey instrument that allows us to codify CEOs' diaries in a detailed and comparable fashion, and to build a bottom-up measure of CEO labor supply. The comparison of 1,114 family and professional CEOs reveals that family CEOs work 9% fewer hours relative to professional CEOs.
We consider the problem faced by a service platform that needs to match supply with demand, but also to learn attributes of new arrivals in order to match them better in the future. We introduce a benchmark model with heterogeneous workers and jobs that arrive over time. Job types are known to the platform, but worker types are unknown and must be learned by observing match outcomes. Workers depart after performing a certain number of jobs. The payoff from a match depends on the pair of types and the goal is to maximize the steady-state rate of accumulation of payoff.
We present a novel theory of the employment relationship. A manager can invest in attention technology to recognize good worker performance. The technology may break and is costly to replace. We show that as time passes without recognition, the worker's belief about the manager's technology worsens and his effort declines. The manager responds by investing, but this investment is insufficient to stop the decline in effort and eventually becomes decreasing. The relationship, therefore, continues deteriorating, and a return to high performance becomes increasingly unlikely.
While prior research has suggested that network-based hiring in the form of referrals can lead to better career outcomes, few studies have tested whether such career advantages differ across demographic groups. Using archival data from a single organization for nearly 16,000 employees over an 11-year period, the authors examine the effect of hiring by referrals on the number of promotions employees receive and the differences in this effect across demographic groups.
This paper studies technology adoption in a cluster of soccer-ball producers in Sialkot, Pakistan. We invented a new cutting technology that reduces waste of the primary raw material and gave the technology to a random subset of producers. Despite the clear net benefits for nearly all firms, after 15 months take-up remained puzzlingly low.
In two studies, I surveyed 251 MBA students and law school students before and after they completed an internship. I first asked whether they had any preexisting contacts at the firm (people who they at least moderately trusted and had met more than three times), and then whether they established more connections over the course of about 12 weeks.
This paper examines the effects of employer social responsibility on the wages workers demand through randomized field experiments in two online labor marketplaces. Workers were recruited for short-term jobs and I manipulated whether or not they received information about the employer's social responsibility. I then observed the payment workers were willing to accept for the job.
September, 2015* This report presents quantitative and qualitative evidence on the expansion of the New York City Department of Education’s School of One middle school mathematics program. The School of One program began pilot testing in the summer of 2009 and was first used as a full-time mathematics program by three NYC middle schools in the school year 2010-11. 1 An expansion of School of One into four additional middle schools, funded by a federal “i3” grant, occurred over the school years 2012-13 and 2013-14.
We document how a positive shock to investment opportunities at one plant ("treated plant") spills over to other plants within the same firm, but only if the firm is financially constrained. To provide the treated plant with resources, the firm's headquarters withdraws capital and labor from other plants, especially plants that are relatively less productive, not part of the firm's core industries, and located far away from headquarters. As a result of the resource reallocation, aggregate firm-wide productivity increases.