Ryan L. Cooper
Scholar of Economics and Strategy

Working Papers (available upon request)

 

"Physicians and Managers: Organizational Role and Decison-Making in Primary Medical Care" (with Jillian Chown)

  Abstract: This paper examines how organizational design is associated with expert decision-making in primary medical care. Using proprietary data from a Medicare HMO, we find that private practice physicians above the median age (who manage their practices) adjust treatment decisions to rein in costs under a cost-control incentive, while physicians in integrated groups (who are not practice managers) do not. These results illustrate that organizational roles influence decision-making both through the way they direct expert attention and through the types of experts they attract. These findings indicate that managers designing expert worker roles must consider how these decisions will determine the makeup of the firm and how workers who select into the firm based on organizational roles will behave within those roles.

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"Individual-Level Origins of Firm-Level Human Capital Resources" (with Timothy Gubler and David Kryscynski)

  Abstract: Understanding the emergence of firm-level human capital resources from individual-level human capital is crucial to explaining how firms can create and sustain competitive advantage from their people. We theorize that higher similarity among the individual-level components of a firm’s founding human capital resource leads to higher subsequent average overlap between individuals and the established firm-level human capital resource, and that this higher overlap improves firm performance. Analysis of individual- and firm-level human capital portfolios constructed using data from 872 real estate brokerages suggests that higher individual-level human capital similarity among agents at founding positively relates to individual-firm human capital overlap in future years, and that higher individual-firm human capital overlap positively relates to future firm sales. These results imply that managers from founding onward must carefully craft and manage individual- and firm-level human capital resources to generate persistent performance advantages.

 

"The Limits of User Innovation: Physician Inventors, Medical Device Inventions, and AI" (with Colleen Cunningham and David Hall)

  Description: We examine the overall relationship between physicians and AI medical device inventions. To isolate inventive activity which potentially substitutes for that of the expert user physician, we separate medical device inventions into those relating to physician tasks (e.g. laparoscopy) from non-physician tasks (e.g. blood sample collection). We expect physicians to be less likely to invent AI medical devices related to physician tasks. We find that physicians are more likely to invent devices which relate to physician tasks than not overall. However, while physician inventors are more likely than others to invent AI devices that do not relate to physician tasks, they are much less likely to invent AI devices that do. These findings suggest that, while user inventors can be a source of useful and radical innovations, they have important limitations. 

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"The Antecedents and Implications of the Specialization of Individual-Level Human Capital'' (with Timothy Gubler and David Kryscynski)

  Abstract: This paper examines the relationship between the autonomous specialization decisions of service professionals and the tacit human capital they develop. As individuals specialize in production in response to market and organizational factors, they develop task-specific human capital which induces them to continue to specialize. Task specificity of human capital benefits the firm due to its higher productivity, even after negative shocks to the market. Individual specialization in response to market forces also leads to human capital overlap, or shared expertise among co-workers, which may have positive and negative impacts on the firm. Using a novel approach that draws on longitudinal data from the Utah real estate industry, we examine these forces empirically and find that task-specific human capital does benefit firms, even after widespread negative market shocks. Overlap also benefits firms, though it is a substitute for task specificity rather than a complement. 

 

"Who Shows Whom the Money? The Effects of Social and Human Capital on Negotiating Agent Performance" (with Timothy Gubler and James Oldroyd)

  Abstract: In this paper, we analyze the NFL agent industry to understand how ties between agents and clients are formed and to identify to what extent superior performance on the part of NFL agents is attributable to their own ability compared to the ability and market value of their clients. We find that social ties are an important determinant of dyad formation, but that the types of ties that matter change over the course of a player’s career. We also find that agents have little effect on contract outcomes, on average, raising an important question of why they are employed at all.