Kelly Shue’s research while affiliated with Yale University and other places

... Standardizing job descriptions, using structured interviews, and employing diverse hiring panels can help minimize unconscious biases in hiring decisions. Furthermore, establishing clear and transparent criteria for performance evaluations and promotions ensures that all employees are assessed based on their qualifications and contributions rather than their gender (Benson et al., 2024). ...

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Exploring gender dynamics in the workplace: strategies for equitable professional development

... While women may enter soil science at similar rates as men, their transition and progression to higher academic ranks is often stymied. Women faculty, in particular, encounter numerous barriers, including receiving fewer research fellowships and grants (Pereda et al., 2022;Reichert et al., 2022), being less likely to be named as authors on articles (Rossiter, 1993;Ross et al., 2022), being assigned less prestigious tasks (Carrigan et al., 2011), being perceived as less competent than men with similar qualifications (Moss-Racusin et al., 2012), and experiencing lower promotion rates even when outperforming men (Benson et al., 2023). ...

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Gender equity in soil science in Brazil: Still at the beginning of a long journey

... However, some studies indicate contrary results. In their study, Cheng et al. (2023) discovered that organizations that allocate significant resources toward corporate social responsibility may encounter challenges in maximizing profits because of the added expenses incurred. ...

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Do sustainable business practices enhance firm profitability? An empirical study of Indian listed companies

... Positive effects from lower cost of capital and/or improved earnings outlook appear to outweigh the potential negative effects from increased investment requirements and uncertainties. While Hartzmark and Shue (2023) conclude from their analysis that "brown firms face very weak financial incentives to become more green" our results point in a different direction: The possibility of higher valuations provides positive incentives for companies to commit to de-carbonization. Second, our results support the carbon premium hypothesis, that is, higher expected returns for brown firms due to investor preferences for green stocks or the higher transition risk of brown stocks (Pastor et al., 2021). ...

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Corporate Green Pledges

... First, this study expands research pertaining to gender disparities in housing transactions. We show that male participants secure more favorable housing prices, especially under the negative influence of mass shootings, in line with findings of gender differences in housing prices (Goldsmith-Pinkham & Shue, 2023;Harding et al., 2003), but in contrast with studies that find no gender differences (Andersen et al., 2021;Seagraves & Gallimore, 2013). Second, the findings add to the body of research dedicated to investigating the impacts of violent crime on the economy (Bannon & Collier, 2003;Camacho & Rodriguez, 2013;Enamorado et al., 2014;Gaibulloev & Sandler, 2008). ...

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Mass shooting, gender, and housing price disparities

... More recently, Roger, Roger, and Schatt (2018) show that price forecasts issued by financial analysts deviate more from realized prices for small price stocks, compared to those of large price stocks. 2 Shue and Townsend (2021) show that small price stocks have higher total volatility, idiosyncratic volatility and market betas, and exhibit stronger reaction to news events. The authors argue that investors use non-proportional thinking. ...

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Price Magnitude, Trading Behavior and Mispricing: An Experiment

... Concerns about misalignments leading to incompetent performance have long been encapsulated in the Peter principle, a tongue-in-cheek idea that individuals are promoted up a hierarchy to their level of incompetence (Benson et al., 2019;Peter & Hull, 1969). Yet, the current challenge for organizations is a broader one: instead of whether tasks and competence remain aligned as individuals are promoted in a hierarchy, the question is how are they continually aligned? ...

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Hiding In Plain Sight: Expertise (In)Visibilities and (Mis)Matches in Modern Organizational Structures

... Results are displayed in Figure C The graphical results suggest small gender differences in the levels of competition: larger values (less competition) are more probable for females, which might suggest more misconduct for female vendors relative to males. We formally evaluate if there are any meaningful 28 differences in the distribution of competition, as defined by the Herfindahl-Hirschman index, for female versus male vendors, utilizing the two-sample Kolmogorov-Smirnov test (Kolmogorov 1933;Smirnov 1933) for the two groups. The approximate and exact p-values for the test are 0.504 and 0.504, and thus fail to reject the null hypothesis that the two distributions are equal at the 5% level (a simple regression of Herfindahl-Hirschman index on an indicator for whether the vendor is a female or not provides a p-value= 0.442; we do not cluster the standard errors to be able to reject the null more often). ...

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Gender and Financial Misconduct: A Field Experiment on Mobile Money

... If the agent recalls a more compact set, or does not engage in counterfactual thinking at all, then the principal's forecast may be systematically biased. Notably, research on the contrast effect (Pepitone and DiNubile, 1976;Hartzmark and Shue, 2018) and on the effects of anchoring on valuations (Ariely, Loewenstein, and Prelec, 2003) suggests that joint prediction mode may lead principals to forecast larger responses to variable changes than what is actually observed. This leads to the question of how forecasts in a joint prediction mode would compare to those in a separate prediction mode, in which principals-like the 1 agents-evaluate each level of the variable in isolation. ...

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The Impact of Joint Versus Separate Prediction Mode on Forecasting Accuracy

... More senior roles often also involve coordinating and integrating the work of others (Thompson 1967, Mintzberg 1973, Watkins 2009), requiring a broad understanding of the work that each of those roles performs. Research on the "Peter Principle" notes that people who are promoted into a higher-level role often fail to perform well because the new job requires different skills from the lower-level role that they left (Watkins 2009, Benson et al. 2019. Where employees have broader skills to start with, the mismatch between their existing skills and the demands of the new role should be lower. ...

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Stepping Sideways to Step up: Lateral Mobility and Career Advancement Inside Organizations