Past Research
Beliefs that Entertain
Morrison Center Working Paper No. 20-010
Paola Giuliano, Professor of Economics, UCLA AndersonAshvin Gandhi, Assistant Professor of Economics, UCLA Anderson
Advertising Strategy in the Presence of Reviews: An Empirical Analysis
Morrison Center Working Paper No. 19-004
Brett Hollenbeck, Associate Professor of Marketing, UCLA AndersonSridhar Moorthy, Professor of Marketing at the Rotman School of Management, University of Toronto
Davide Proserpio, Ph.D., Assistant Professor of Marketing, USC Marshall School of Business
Taxation and Market Power in the Legal Marijuana Industry
Morrison Center Working Paper No. 19-005
Brett Hollenbeck, Associate Professor of Marketing, UCLA AndersonKosuke Uetake, Associate Professor of Marketing, Yale School of Management
The Market for Fake Reviews
Morrison Center Working Paper No. 20-011
Brett Hollenbeck, Associate Professor of Marketing, UCLA AndersonSherry He, Marketing Ph.D. Student, UCLA Anderson
Davide Prosperio, Assistant Professor of Marketing at the USC Marshall School of Business
CEO Activism and Public Mobilization
Morrison Center Working Paper No. 19-002
Young Hou, Assistant Professor of Business Administration, Darden School of Business, University of VirginiaChristopher Poliquin, Assistant Professor of Strategy, UCLA Anderson
CEOs increasingly engage in activism on issues such as gun control, voting rights, and abortion. Although such activism may benefit their firms, the stated goal is often to mobilize the public and precipitate change. In an experiment with 4,578 respondents, we study the effect of CEO activism on people’s willingness to contact their U.S. senators about abortion. On average, showing a CEO message supporting abortion rights is not more effective at mobilizing pro-choice citizens than showing no message or showing a message from other speakers. Additionally, CEOs do not provoke countermobilization by people who oppose abortion. We explore heterogeneous treatment effects and find that CEO activism is better at motivating pro-choice citizens to engage in politics when their senators are Democrats and thus likely receptive to pro-choice activism, consistent with stakeholder alignment theory. Our findings contribute to research on social movements and mobilization in markets by examining the ability of CEOs and organizations to act as catalysts for social change.
The Role of Attention in Evaluating Choices Among Choices
Morrison Center Working Paper No. 19-003
Stephen Spiller, Associate Professor of Marketing and Behavioral Decision Making, UCLA AndersonStephanie Smith, Ph.D. Student, Behavioral Decision Making, UCLA Anderson School of Management
The Long-Term Effects of Price Promotions on Consumer Behavior: Evidence from a Field Experiment on Alibaba
Morrison Center Working Paper No. 19-006
Hengchen Dai, Associate Professor of Management and Organizations and Behavioral Decision Making, UCLA AndersonDennis J. Zhang, Olin Business School, Washington University in St. Louis
Lingxiu Dong, Olin Business School, Washington University in St. Louis
Fangfang Qi, Alibaba Group Inc.
Nannan Zhang, Alibaba Group Inc.
Xiaofei Liu, Alibaba Group Inc.
Zhongyi Liu, Alibaba Group Inc.
Jiang Yang, Alibaba Group Inc.
The Value of Pop-up Stores in Driving Online Engagement in Platform Retailing: Evidence from a Large-Scale Field Experiment with Alibaba
Morrison Center Working Paper No. 19-007
Dennis J. Zhang, Olin Business School, Washington University in St. LouisHengchen Dai, Associate Professor of Management and Organizations and Behavioral Decision Making, UCLA Anderson
Lingxiu Dong, Olin Business School, Washington University in St. Louis
Qian Wu, Alibaba Group Inc.
Lifan Guo, Alibaba Group Inc.
Xiaofei Liu, Alibaba Group Inc.
We study the value of short-lived and experiential-oriented pop-up stores, a popular type of omnichannel retail strategy, on both retailers that participate in pop-up store events and retailing platforms that host these retailers. We conduct a large-scale, randomized field experiment with Alibaba Group involving approximately 800,000 customers. We randomly assign consumers to either receive a message about an upcoming weeklong pop-up store event organized by Alibaba’s business-to-consumer platform (Tmall.com) or not receive any message about the event. We find that our message increased foot traffic to the pop-up store and in turn boosted expenditure at participating retailers’ online stores at Tmall after the event ended. Furthermore, we use advanced Wi-Fi technology to track customers’ visits to the pop-up store—a missing component from past research that commonly relies on point-of-sales data. We find that pop-up store visits substantially increased customers’ subsequent expenditure at participating retailers’ Tmall stores. In addition, from a platform perspective, we show that pop-up store visits increased customers’ purchases at retailers that sell related products on Tmall but did not participate in the pop-up store event. Additional analyses shed light on possible mechanisms underlying the cross-channel and spillover effects of pop-up stores and demonstrate that these effects were concentrated on prospective consumers.
A Theory of Goal Maintenance: A Distinct and Vivid Pre-Goal Self Predicts Post-Goal Maintenance Motivation
Morrison Center Working Paper No. 19-007
Elicia Marie John, Doctor of Philosophy in Management, UCLA AndersonHal Hershfield, Professor of Marketing and Behavioral Decision Making, UCLA Anderson
Suzanne Shu, Professor Emeritus, UCLA Anderson