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Academic Journal
Management

“When and why narcissists exhibit greater hindsight bias and less perceived learning”

The present research sought to examine the impact of narcissism, prediction accuracy, and should counterfactual thinking—which includes thoughts such as “I should have done something different”—on hindsight bias (the tendency to exaggerate in hindsight what one knew in foresight) and perceived learning. To test these effects, we conducted four studies (total n = 727). First, in Study 1 we examined a moderated mediation model, in which should counterfactual thinking mediates the relation between narcissism and hindsight bias, and this mediation is moderated by prediction accuracy such that the relationship is negative when predictions are accurate and positive when predictions are inaccurate after accurate predictions. Second, in Study 2 we examined a moderated sequential mediation model, in which the relation between narcissism and perceived learning is sequentially mediated through should counterfactual thinking and hindsight bias, and importantly, this sequential mediation is moderated by prediction accuracy. In Study 3 we ruled out could counterfactual thinking as an alternative explanation for the relationship between narcissism and hindsight bias. Finally, by manipulating should counterfactual thinking in Study 4, our findings suggest that this type of thinking has a causal effect on hindsight bias. We discuss why exhibiting some hindsight bias can be positive after failure. We also discuss implications for eliciting should counterfactual thinking. Our results help explain why narcissists may fail to learn from their experiences.
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Academic Journal
Strategy & Entrepreneurship

“When do organizations learn from successful experience? The Case of Venture Capital Firms”

Ability to accurately predict the outcomes of investments in new projects is recognized as an important antecedent of organizational success. Yet, despite the extensive research on resource-allocation decisions and forecasting, we know little about how accumulated experience shapes the accuracy of forecasts. In this study, we investigate the influence of success and failure experiences on the accuracy of venture capital predictions of the outcomes of their portfolio companies. We also explore the moderating influence of an important organizational factor, the size of a decision-making team. Our theory and findings highlight that success and failure experiences have significant and varying impact on the accuracy of organizational predictions. By examining these novel relationships, we extend theorizing about forecasting and learning, and bring novel insights to the field of entrepreneurship and venture capital.
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Academic Journal
Finance

“When-Issued Shares, Small Trades and the Variance of Returns around Stock Splits”

The increases in volatility after stock splits have long puzzled researchers. The usual suspects of discreteness and bid-ask spread do not provide a complete explanation. We provide new clues to solve this mystery by examining the trading of when-issued shares that are available before the split. When-issued trading permits noise traders to compete with a more homogenous set of traders, decreasing the volatility of the stock before the split. Following the split, these noise traders reunite in one market and volatility increases. Thus, the higher volatility after the ex date of a stock split is a function of the introduction of when-issued trading, the new lower price level after the split date, and the increased activity of small-volume traders around a stock split.
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Academic Journal
Marketing

“Why All Attention is Good Attention: Social Media Views and Retrospective Experiential Satisfaction”

When consumers share about their consumption experiences, they often receive feedback or attention from others. While prior research has considered consumer responses to positive (i.e., affirming) feedback, the present research considers how consumers respond to feedback that is nondiagnostic of the viewers’ attitudes (i.e., unvalenced attention). Specifically, we demonstrate that consumers derive value from receiving unvalenced attention because this attention is interpreted by sharers as a positive signal regarding their status, boosting their social self-esteem. This enhanced social self-esteem in turn leads sharers to recall their shared experiences more positively and increases retrospective satisfaction. By demonstrating the value that consumers derive from mere, unvalenced attention, we reveal a novel means of increasing satisfaction with experiences after they are consumed and highlight the importance of consumer-to-consumer attention exchange for marketers.
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