Key publications
Morgan J, Tumlinson J, Várdy F (2022). The limits of meritocracy.
Journal of Economic Theory,
201, 105414-105414.
DOI.
Hegde D, Tumlinson J (2020). Information frictions and entrepreneurship.
Strategic Management Journal,
42(3), 491-528.
DOI.
Morgan J, Tumlinson J (2019). Corporate Provision of Public Goods.
Management Science,
65(10), 4489-4504.
Abstract:
Corporate Provision of Public Goods
Milton Friedman famously suggested that firms ought not divert profits toward public goods because shareholders can better make these contributions themselves. Despite this, activist shareholders are increasingly successful in persuading firms to be “socially responsible.” We study firm behavior when shareholders care about public goods as well as profits and when managerial contracts reflect these concerns. Under these ideal conditions, managers redirect more profits toward public goods than shareholders would when acting separately—shareholders are poorer but happier. Further, so long as the public good is sufficiently desirable, the manager selects the socially optimal level of output, despite the mismatch between shareholder preferences and those of society at large. This paper was accepted by Joshua Gans, business strategy.
Abstract.
DOI.
Hegde D, Tumlinson J (2014). Does social proximity enhance business partnerships? theory and evidence from ethnicity's role in U.S. venture capital.
Management Science,
60(9), 2355-2380.
Abstract:
Does social proximity enhance business partnerships? theory and evidence from ethnicity's role in U.S. venture capital
We develop a formal model to understand the selection and influence effects of social proximity (homophily) between business partners. Consistent with the model's predictions, we find that U.S. venture capitalists (VCs) are more likely to select start-ups with coethnic executives for investment, particularly when the probability of the start-up's success appears low. Ethnic proximity between VCs and the start-ups they invest in is positively related to performance, measured by the probability of the companies' successful exit through acquisitions and initial public offerings (IPOs) and net income after IPO. Two-stage regression estimates suggest that these positive performance outcomes are largely due to influence, that is, superior communication and coordination between coethnic VCs and start-up executives after the investment. To the extent that VCs expect to work better with coethnic start-ups, they invest in coethnic ventures that are of lower observable quality than noncoethnic ventures.
Abstract.
DOI.
Publications by year
2022
Langosch M, Tumlinson J (2022). Does Experience Improve Acquisition Performance? It’s Complicated, and That is When It Helps Most.
Academy of Management Discoveries,
8(3), 414-440.
DOI.
Morgan J, Tumlinson J, Várdy F (2022). The limits of meritocracy.
Journal of Economic Theory,
201, 105414-105414.
DOI.
2020
Hegde D, Tumlinson J (2020). Information frictions and entrepreneurship.
Strategic Management Journal,
42(3), 491-528.
DOI.
2019
Morgan J, Tumlinson J (2019). Corporate Provision of Public Goods.
Management Science,
65(10), 4489-4504.
Abstract:
Corporate Provision of Public Goods
Milton Friedman famously suggested that firms ought not divert profits toward public goods because shareholders can better make these contributions themselves. Despite this, activist shareholders are increasingly successful in persuading firms to be “socially responsible.” We study firm behavior when shareholders care about public goods as well as profits and when managerial contracts reflect these concerns. Under these ideal conditions, managers redirect more profits toward public goods than shareholders would when acting separately—shareholders are poorer but happier. Further, so long as the public good is sufficiently desirable, the manager selects the socially optimal level of output, despite the mismatch between shareholder preferences and those of society at large. This paper was accepted by Joshua Gans, business strategy.
Abstract.
DOI.
Triebs TP, Tumlinson J (2019). Learning to forecast business conditions - Evidence from German reunification. CESifo DICE Report, 17(3), 28-29.
2016
Tumlinson J, Hegde D (2016). Does social proximity enhance business relationships?. CESifo DICE Report, 14(3), 36-42.
2014
Hegde D, Tumlinson J (2014). Does social proximity enhance business partnerships? theory and evidence from ethnicity's role in U.S. venture capital.
Management Science,
60(9), 2355-2380.
Abstract:
Does social proximity enhance business partnerships? theory and evidence from ethnicity's role in U.S. venture capital
We develop a formal model to understand the selection and influence effects of social proximity (homophily) between business partners. Consistent with the model's predictions, we find that U.S. venture capitalists (VCs) are more likely to select start-ups with coethnic executives for investment, particularly when the probability of the start-up's success appears low. Ethnic proximity between VCs and the start-ups they invest in is positively related to performance, measured by the probability of the companies' successful exit through acquisitions and initial public offerings (IPOs) and net income after IPO. Two-stage regression estimates suggest that these positive performance outcomes are largely due to influence, that is, superior communication and coordination between coethnic VCs and start-up executives after the investment. To the extent that VCs expect to work better with coethnic start-ups, they invest in coethnic ventures that are of lower observable quality than noncoethnic ventures.
Abstract.
DOI.
1995
Blankenship V, Tumlinson J, Sims MA (1995). A STELLA-II teaching simulation of the dynamics of action model.
Behavior Research Methods, Instruments, & Computers,
27(2), 244-250.
Abstract:
A STELLA-II teaching simulation of the dynamics of action model
Although the Atkinson and Birch (1970) dynamics of action model of behavior is included in many textbooks, the details of the model are left out. To facilitate the teaching of the full theory, the conceptual model is outlined, research findings are reviewed, and a simulation model using STELLA-II is presented. STELLA-II, an icon-based program, provides a visual representation of the model that students can follow, with graphical and tabular output and animation of the rise and fall of parameter values. © 1995 Psychonomic Society, Inc.
Abstract.
DOI.
1994
Blankenship V, Schorie SS, Shaw AJ, Tumlinson J (1994). Teaching the Rescorla-Wagner model using STELLA-II.
Behavior Research Methods, Instruments, & Computers,
26(2), 128-133.
Abstract:
Teaching the Rescorla-Wagner model using STELLA-II
Although the Rescorla-Wagner model is widely taught in learning courses, most textbooks present a simplified version that does not contain all of its parameters. On the basis of Rescorla and Wagner 1972) and the Turbo PASCAL program by Lachnit, Schneider, Lipp, and Kimme! (1988), we created a simulation using STELLA-II, an icon-based program by High Performance Systems, Inc. We argue that this simulation facilitates teaching the complete Rescorla-Wagner model. Using trans-switching (Kimmel & Ray, 1978; Lachnit, 1986; Murrin & Kimmel, 1986) as an example, we demonstrate the effectiveness of the STELLA-II version of the Rescorla-Wagner model as a heuristic tool. © 1994 Psychonomic Society, Inc.
Abstract.
DOI.
