Web Appendix A: List of Journals
Tables WA1, WA2 and WA3 present the list of all journals in which job candidates were observed to publish up to one year after being hired. These journals span various disciplines: management, marketing, economics, statistics, and others. The total number of publications in each of these outlets is also displayed.
TABLE WA1. Job Candidate Publications in Top Marketing Journals
Job Markets 1997 – 2005
Journal / CountInternational Journal of Research in Marketing / 10
Journal of Consumer Psychology / 22
Journal of Consumer Research / 44
Journal of Marketing / 29
Journal of Marketing Research / 33
Journal of Retailing / 14
Journal of the Academy of Marketing Science / 19
Management Science / 11
Marketing Letters / 24
Marketing Science / 22
Total / 228
TABLE WA2. Job Candidate Publications in Other Marketing Journals
Job Markets 1997 – 2005
Journal / Count / Journal / CountAcademy of Marketing Science Review / 9 / Journal of Personal Selling and Sales Management / 17
Academy of Marketing Studies Journal / 2 / Journal of Product and Brand Management / 6
Advances in Consumer Research / 117 / Journal of Product Innovation Management / 7
Advances in International Marketing / 2 / Journal of Professional Services Marketing / 4
Asia Pacific Journal of Marketing and Logistics / 1 / Journal of Promotion Management / 1
Asian Journal of Marketing / 1 / Journal of Public Policy and Marketing / 19
European Journal of Marketing / 6 / Journal of Public Procurement / 1
Health Marketing Quarterly / 1 / Journal of Relationship Marketing / 1
Industrial Marketing Management / 18 / Journal of Research in Marketing and Entrepreneurship / 1
Interactive Marketing / 1 / Journal of Restaurant and Foodservice Marketing / 1
International Journal of Advertising / 2 / Journal of Retailing and Consumer Services / 3
International Journal of Bank Marketing / 3 / Journal of Segmentation in Marketing / 1
International Journal of Electronic Commerce / 1 / Journal of Service Research / 4
International Journal of Internet Marketing and Advertising / 1 / Journal of Services Marketing / 9
International Journal of Market Research / 1 / Journal of Strategic Marketing / 3
International Journal of Sports Marketing and Sponsorship / 1 / Journal of Targeting, Measurement and Analysis for Marketing / 3
International Journal of Technology Marketing / 1 / Journal of Travel Research / 2
International Marketing Review / 7 / Marketing Education Review / 9
Journal for Advancement of Marketing Education / 1 / Marketing Intelligence and Planning / 4
Journal of Advertising / 16 / Marketing Management Journal / 3
Journal of Advertising Research / 14 / Pricing Strategy and Practice / 1
Journal of Brand Management / 1 / Psychology and Marketing / 23
Journal of Business and Industrial Marketing / 9 / Public Relations Review / 1
Journal of Business to Business Marketing / 5 / Qualitative Market Research: An International Journal / 1
Journal of Consumer Affairs / 5 / Quantitative Marketing and Economics / 7
Journal of Consumer Behaviour / 2 / Review of Marketing Research / 1
Journal of Consumer Marketing / 8 / Review of Marketing Science / 2
Journal of Consumer Satisfaction, Dissatisfaction and Complaining Behavior / 5 / Services Marketing Quarterly / 5
Journal of Current Issues and Research in Advertising / 2 / Social Marketing Quarterly / 3
Journal of Database Marketing and Customer Strategy Management / 2 / Sport Marketing Quarterly / 3
Journal of Direct Marketing / 2 / The International Review of Retail, Distribution and Consumer Research / 3
Journal of Electronic Commerce Research / 1 / Tourism Analysis / 1
Journal of Family and Consumer Science / 1 / Tourism Management / 1
Journal of Global Marketing / 3
Journal of Health Care Marketing / 1
Journal of Hospitality and Tourism Research / 2
Journal of Hospitality Marketing and Management / 3
Journal of Interactive Advertising / 2
Journal of Interactive Marketing / 14
Journal of International Consumer Marketing / 3
Journal of International Marketing / 7
Journal of Marketing Channels / 7
Journal of Marketing Communications / 1
Journal of Marketing Education / 4
Journal of Marketing Management / 1
Journal of Marketing Theory and Practice / 5
Journal of Nonprofit and Public Sector Marketing / 3 / Total / 456
TABLE WA3. Job Candidate Publications in Non-marketing Journals
Job Markets 1997 – 2005
Journal / Count / Journal / CountEconomics / 14 / European Business Review / 1
Applied Economics / 1 / Global Business Trends / 1
Computing in Economics and Finance / 1 / Group and Organization Management / 1
Economics Letters / 1 / Hospital Topics / 1
Empirical Economics / 1 / Industrial and Commercial Training / 1
Information Economics and Policy / 1 / Industrial Management and Data Systems / 1
International Journal of Game Theory / 1 / International Business Review / 4
Journal of Health Economics / 1 / International Journal of Conflict Management / 1
Journal of Regional Analysis and Policy / 1 / International Journal of Logistics Management / 10
Journal of Regional Science / 1 / International Journal of Physical Distribution and Logistics Management / 14
Review of Agricultural Economics / 2 / International Journal of Retail and Distribution Management / 2
Review of Economics and Statistics / 1 / International Journal of Service Industry Management / 4
Review of Industrial Organization / 1 / Journal for International Business and Entrepreneurship Development / 2
The American Journal of Agricultural Economics / 1 / Journal of African Business / 1
Engineering, Natural Sciences and Medicine / 19 / Journal of Business and Entrepreneurship / 1
ASME Journal of Mechanical Design / 1 / Journal of Business Ethics / 3
Communications of the ACM / 3 / Journal of Business Logistics / 5
Decision Line / 1 / Journal of Business Research / 18
Geographical Analysis / 1 / Journal of Business Venturing / 2
Journal of Gerontology / 1 / Journal of East-West Business / 3
Journal of the Optical Society of America / 1 / Journal of Business Venturing / 2
Microprocessor and Microsystems / 1 / Journal of East-West Business / 3
Pain / 1 / Journal of International Business Studies / 4
Presence / 1 / Journal of Management / 1
Transportation Journal / 1 / Journal of Market-Focused Management / 3
Transportation Research (All parts) / 5 / Journal of Practical Global Business / 1
Vision Research / 2 / Journal of Supply Chain Management / 3
Finance and Accounting / 3 / Journal of the Academy of Business Administration / 1
International Journal of Accounting Information Systems / 1 / Journal of Transportation Management / 1
Journal of Managerial Finance / 1 / Journal of World Business / 5
The Journal of Risk and Insurance / 1 / Latin American Business Review / 1
Information Systems / 5 / Long Range Planning / 3
Information Systems Research / 1 / Management Decision / 1
Internet Research / 3 / National Business Trends Contemporary Readings / 1
Telematics and Informatics / 1 / Organizational Behavior and Human Decision Processes / 6
Management, Entrepreneurship and Supply Chain Management / 134 / Review of Business Research / 1
Business Ethics: A European Review / 1 / Strategic Management Journal / 2
Business Horizons / 5 / Supply Chain Management Review / 1
Business Journal / 1 / Supply Chain Management: An International Journal / 1
Business Process Management Journal / 1 / The Journal of Education for Business / 3
Competitive Intelligence Review / 1 / Thunderbird International Business Review / 2
Corporate Reputation Review / 3 / Total Quality Management and Business Excellence / 1
Entrepreneurship: Theory and Practice / 1 / Trends in Modern Business / 1
(Continues on next page)
TABLE WA3. Job Candidate Publications in Non-marketing Journals (cont.)
Job Markets 1997 – 2005
Journal / Count / Journal / CountOperations Management, Mathematics and Optimization / 7 / Humanities / 20
Advances in Mathematical Sciences / 1 / Adoption Quarterly / 1
Complexity / 1 / Amerasia Journal / 1
Decision Sciences / 1 / Anthropology Newsletter / 1
Glasgow Mathematical Journal / 1 / Communication Law and Policy / 1
Journal of Industrial and Management Optimization / 1 / Cross-Cultural Consumer and Business Studies / 1
Journal of Operations Management / 1 / Housing Policy Debate / 1
Operations Research / 1 / International Journal of Arts Management / 1
Psychology and Behavioral Sciences / 29 / International Journal of Humor Research / 1
Basic and Applied Social Psychology / 1 / Journal of College Student Development / 1
Cognitive Psychology / 1 / Journal of Computer Mediated Communication / 3
Educational and Psychological Measurement / 1 / Journal of Contemporary Ethnography / 2
Journal of Applied Psychology / 4 / Journal of Housing and the Built Environment / 1
Journal of Applied Social Psychology / 2 / Journal of Leisure Research / 2
Journal of Behavioral Decision Making / 2 / Journal of Vocational Behavior / 1
Journal of Economic Psychology / 1 / Social Indicators Research / 1
Journal of Experimental Psychology (All) / 4 / Technology in Society / 1
Journal of Managerial Psychology / 1 / Statistics and Probability / 5
Journal of Personality and Social Psychology / 4 / Computational Statistics and Data Analysis / 1
Memory / 1 / International Journal of Forecasting / 2
Motivation and Emotion / 1 / Journal of Forecasting / 1
Personality and Social Psychology Bulletin / 1 / Journal of the American Statistical Association / 1
Psychological Reports / 1
Psychological Science / 1
Psychology / 1
Psychometrika / 1
Social Cognition / 1 / Total / 234
Web Appendix B: Identification in the Fox Model
Identification in the Fox Model is contingent on the type of variables included in the specification of the local production maximization condition, as shown in Equations 3 and 4. Interactions between continuous variables are straightforward, as these involve no identification problem. Interactions between discrete-discrete and discrete-continuous variables, however, pose some identification restrictions. These two cases are discussed in what follows.
Case 1. Discrete-discrete interactions
The intuition behind a set of discrete-discrete interaction is that agents belong to different categories on each side of the market. These are then interacted to form bins or match types. Each observed match, then, can be said to belong to one of these bins. The matching value of each bin can then be estimated.
To illustrate, consider the situation where equilibrium matches and are observed. Suppose candidates and departments can be described by their ranking status (see Table 1). Denote the ranked status of a candidate as variable and the ranked status of a department as variable , where . Also let variable indicate the non-ranked status of a candidate and variable indicate the non-ranked status of a department. These four variables are dummies that take the value of "1" if a certain agent is of a given type and 0 otherwise. In addition, describe candidates using their universities' financial endowment , and describe departments in a similar fashion using their endowment . The parameters that could be potentially estimated from the structural model are shown in Table WB1.
TABLE WB1. Interaction bins and parameters, discrete-discrete case
Candidate/department characteristic / Ranked department / Non-ranked departmentRanked candidate / /
Non-ranked candidate / /
Identification can be explored by examining the local production maximization conditions generated from all possible matches between different types of agents. A different parameter is associated with each different type of match shown in Table WB1. The final resulting local production maximization conditions from these types of matches are shown in Table WB2.
TABLE WB2. Local production maximization conditions, discrete-discrete case.
Characteristics of equilibrium match 1/ Characteristics of
equilibrium match 2
/ Resulting local production
maximization condition
Shown in Table WB2 are the conditions characterizing an observed match of job candidate C1and hiring department D1, as well as the conditions for an observed match of job candidate C2 to hiring department D2.Each row in the table, therefore, represents two observed matches whose members may be similar or different. Each agent is characterized using one covariate (ranked status) and one continuous characteristic (university financial endowment). A ranked candidate (department) is denoted by RC (RD). and a non-ranked candidate (department) is denoted by NRC (NRD). The candidate’s school's financial endowment is denoted by , and the hiring department’s school’s financial endowment is denoted by . To simplify our analysis, the notations and denote and , respectively. Finally, the ω terms represent the matching value resulting from the interaction between ranked and non-ranked status corresponding to Table WB1.
The combinations of matches above are used to assess the structural condition statedin Equation 1and specified in Equation 4in the manuscript, considering only the rank status of the candidate and hiring department and their respective endowments. Thus, for two candidates and 2 departments, where each could be ranked or unranked, there are 16 different possible configurations, corresponding to the 16 rows of Table WB2.
The third column of Table WB2 represents the resulting structural condition implied by each of the 16 possible match combinations. Only certain types of match pairs are informative for estimation. In this case, only four such pairs can inform the model on the value of , , and . Importantly, the results in Table WB2 show that only one of these four parameter can be identified. This is why , and are set to zero in the estimation results presented in this paper.
Case 2. Discrete-continuous interactions
The intuition behind a discrete-continuous interaction is that agents on one side of the market belong to different categories, but agents on the other side are described by a set of continuous variables.Returning to the example and notation used in Case 1, now let candidates be described by their fields with three variables, , and , where . Similarly, let departments be described by the number of their faculty trained in a certain field, denoted as, and . Note that the latter variables are continuous and exhibit no linear dependency. The possible interactions that result from the discrete-continuous case are no longer bins. These are presented in Table WB3.
TABLE WB3. Interactions and parameters, discrete-continuous case
Candidate/department characteristic / / /Identification can be explored by examining the local production maximization condition that follows from all the cases of different competing candidates only. That is, only the side of the market with discrete interactions needs to vary, since departments no longer belong to different categories or bins. This is shown in Table WB4.
TABLE WB4. Local production maximization conditions, discrete-continuous case
Characteristics of equilibrium match 1/ Characteristics of
equilibrium match 2
/ Resulting local production
maximization condition
No parameter restriction
Parameter restriction
Table WB4 shows the conditions characterizing an observed match of job candidate C1 and hiring department D1, as well as the conditions for an observed match of job candidate C2 to hiring department D2, similar to Table WB2. Each row in the table, again, represents two observed matches whose members may be similar or different. Each agent is characterized using one covariate (field of research) and one continuous characteristic (university financial endowment). Consequently, candidates are characterized by a discrete variable (which field of research they belong to) and hiring departments are characterized using three continuous variables (the number of CB, Modeling and Strategy scholars in the department, respectively). The values and are equivalent to and , respectively, following the notation of Table WB3. Financial endowment notations are identical to Table WB2. The ω terms represent the matching value resulting from the interactions corresponding to Table WB3.
The combinations of matches above are also used to assess the structural condition stated in Equation 1and specified in Equation 4 in the manuscript as well. These consider field of research and endowments. For two candidates and two departments, there are 9 different possible configurations: as stated above, only candidate swaps matter, because the hiring department side’s covariate is continuous.
Two sets of results are shown. The first set shows the case where no parameter is restricted. Closer inspection reveals the system is not identified. The second set shows the case where the parameters corresponding to Strategy candidates are set to zero.
The third column of Table WB2 represents the resulting structural condition implied by each of the 16 possible match combinations. Only certain types of match pairs are informative for estimation. In this case, only four such pairs can inform the model on the value of , , and . Importantly, the results in Table WB2 show that only one of these four parameters can be identified. This is why , and are set to zero in the estimation results presented in this paper. Once the parameter restriction is in place, then the remaining parameters can be successfully identified.
Web Appendix C:Data correlations
The following table presents the variables included in the correlations table
TABLE WC1. Variables included in the Correlations table
Job Markets 1997 – 2005
Candidate side / Hiring side1. Top-ranked / 14. Research-oriented
2. CB candidate / 15. # CB faculty
3. Modeling candidate / 16. # Modeling faculty
4. Strategy candidate / 17. # Strategy faculty
5. Pubs. Top Mkt. / 18. Endowment
6. Pubs. Other Mkt. / 19. COLI
7. Pubs. Non-Mkt. / 20. # Country: Europe
8. Author position / 21. # Country.: Asia
9. Endowment / 22. # Country.: N.America
10. COLI
11. Country: Europe
12. Country: Asia
13. Country: N.America
Next, Table WC2 presents the correlations among the variables used in our dataset. These correlations comprise data from the years 1997-2005. Variable numbers correspond to those shown in Table WC1.
TABLE WC2. Correlations - Marketing job market dataset
Job Markets 1997 – 2005
Vars. / 1 / 2 / 3 / 4 / 5 / 6 / 7 / 8 / 9 / 10 / 11 / 12 / 13 / 14 / 15 / 16 / 17 / 18 / 19 / 20 / 21 / 221 / 1.00
2 / -0.02 / 1.00
3 / 0.37 / -0.51 / 1.00
4 / -0.31 / -0.63 / -0.35 / 1.00
5 / 0.21 / -0.01 / 0.19 / -0.16 / 1.00
6 / 0.05 / -0.02 / 0.05 / -0.03 / 0.27 / 1.00
7 / -0.18 / 0.05 / -0.17 / 0.10 / -0.03 / 0.06 / 1.00
8 / -0.06 / -0.02 / 0.02 / 0.00 / 0.32 / 0.28 / 0.36 / 1.00
9 / 0.43 / -0.06 / 0.27 / -0.18 / 0.17 / 0.06 / -0.10 / 0.05 / 1.00
10 / 0.24 / 0.05 / 0.13 / -0.17 / 0.10 / 0.05 / -0.06 / 0.08 / 0.29 / 1.00
11 / 0.03 / -0.03 / 0.07 / -0.04 / 0.11 / -0.04 / -0.02 / -0.01 / -0.03 / -0.06 / 1.00
12 / 0.13 / -0.13 / 0.32 / -0.15 / 0.06 / 0.04 / -0.05 / 0.03 / 0.11 / 0.09 / -0.23 / 1.00
13 / -0.18 / 0.12 / -0.35 / 0.18 / -0.14 / -0.01 / 0.06 / -0.03 / -0.13 / -0.04 / -0.38 / -0.69 / 1.00
14 / 0.40 / -0.09 / 0.30 / -0.18 / 0.22 / 0.08 / -0.05 / 0.04 / 0.23 / 0.07 / 0.03 / 0.14 / -0.16 / 1.00
15 / 0.10 / 0.10 / 0.00 / -0.12 / 0.11 / 0.07 / 0.00 / 0.05 / 0.06 / 0.08 / -0.01 / 0.01 / 0.02 / 0.31 / 1.00
16 / 0.45 / -0.08 / 0.43 / -0.31 / 0.30 / 0.11 / -0.08 / 0.09 / 0.37 / 0.20 / 0.09 / 0.18 / -0.30 / 0.47 / 0.12 / 1.00
17 / -0.01 / -0.09 / -0.15 / 0.23 / -0.04 / 0.05 / -0.02 / -0.05 / -0.11 / -0.11 / 0.00 / -0.05 / 0.09 / 0.07 / 0.09 / -0.22 / 1.00
18 / 0.28 / -0.14 / 0.33 / -0.15 / 0.27 / 0.07 / -0.04 / 0.09 / 0.33 / 0.11 / 0.05 / 0.02 / -0.11 / 0.28 / 0.09 / 0.38 / -0.08 / 1.00
19 / 0.07 / -0.01 / 0.02 / 0.00 / 0.13 / -0.02 / -0.02 / -0.01 / 0.08 / 0.15 / 0.00 / -0.08 / 0.05 / -0.12 / 0.03 / 0.02 / 0.12 / 0.15 / 1.00
20 / 0.22 / -0.06 / 0.20 / -0.11 / 0.14 / 0.04 / -0.08 / 0.02 / 0.19 / 0.10 / 0.16 / 0.06 / -0.18 / 0.25 / 0.11 / 0.46 / 0.08 / 0.23 / -0.06 / 1.00
21 / 0.35 / -0.07 / 0.34 / -0.24 / 0.20 / 0.05 / -0.10 / 0.05 / 0.26 / 0.15 / 0.01 / 0.31 / -0.35 / 0.41 / 0.18 / 0.58 / 0.02 / 0.23 / 0.05 / 0.16 / 1.00
22 / 0.08 / -0.01 / -0.07 / 0.07 / 0.09 / 0.09 / 0.00 / 0.00 / 0.00 / 0.00 / -0.06 / -0.08 / 0.16 / 0.28 / 0.70 / 0.05 / 0.56 / 0.04 / 0.16 / -0.03 / -0.03 / 1.00
Web Appendix D:Top-Ranked Status – Categorized as Top 20
In the paper, top-ranked status is assigned to a candidate if he or she graduated from a business school that was listed at least once at any of the top 30 spots in the Financial Times (FT)or the UTD rankings during the years 2000 – 2005. Here, we assign top-ranked status if a candidate graduated from a top 20 school (instead of top 30). This serves as a robustness check of our models.
Table WD1. Model 1—The Base Model
Hiring department’s faculty mixCB (#) / Modeling (#) / Strategy (#)
Candidate’s field / CB / 1.11* / 2.56* / -2.23*
Modeling / -1.94* / 16.16* / -0.68*
Strategy / 0
(base) / 0
(base) / 0
(base)
Research-oriented
hiring departments / Other hiring departments
Candidate’s field
by ranking status / Top-ranked candidate / CB / 10.08* / 0 (base)
Modeling / 4.17* / 0 (base)
Strategy / 6.22* / 0 (base)
Other candidate / CB / -5.02* / 0 (base)
Modeling / 9.54* / 0 (base)
Strategy / 0 (base) / 0 (base)
Candidate’s publications / Top marketing journals / 12.71* / 0 (base)
Other marketing journals / 2.14* / 0 (base)
Non-marketing journals / 0.80* / 0 (base)
Dept. research productivity / CB / 0.57* / 0 (base)
Modeling / 1.11* / 0 (base)
Strategy / 0.59* / 0 (base)
Hiring department’s country of origin mix
Europe (#) / Asia (#) / N. Ame. (#)
Candidate’s
country of origin / Europe / 4.52* / 1.43* / -0.84*
Asia / 1.71* / 7.00* / -0.65*
North America / 0 (base) / 0 (base) / 0 (base)
Hiring department’s COLI
Degree-granting department’s COLI / 10.22*
Hiring department’s endowment
Degree-granting department’s endowment / 1
Subsamples / 200
Candidate human brand cues displayed in rows; department brand cues displayed in columns.
N=677. Significant estimates indicated with * (p<0.05).
Table WD2. Model 2 – The Matthew Effect
Hiring department’s faculty mixCB (#) / Modeling (#) / Strategy (#)
Candidate’s field / CB / 1.05* / 3.70* / -2.19*
Modeling / -2.38* / 17.18* / -0.98*
Strategy / 0 (base) / 0 (base) / 0 (base)
Research-oriented
hiring departments / Other hiring departments
Candidate’s field
by ranking status / Top-ranked candidate / CB / 9.78* / 0 (base)
Modeling / 8.09* / 0 (base)
Strategy / 6.97* / 0 (base)
Other candidate / CB / -4.20* / 0 (base)
Modeling / 8.09* / 0 (base)
Strategy / 0 (base) / 0 (base)
Candidate’s publications
by ranking status / Top-ranked candidate / Top marketing journals / 41.92* / 0 (base)
Other marketing journals / 5.32* / 0 (base)
Non-marketing journals / 0.04 / 0 (base)
Other candidate / Top marketing journals / 2.31* / 0 (base)
Other marketing journals / 2.88* / 0 (base)
Non-marketing journals / 1.24* / 0 (base)
Dept. research productivity / CB / 0.73* / 0 (base)
Modeling / 0.91* / 0 (base)
Strategy / 0.20 / 0 (base)
Hiring department’s country of origin mix
Europe (#) / Asia (#) / N. Ame. (#)
Candidate’s
country of origin / Europe / 5.29* / 0.32 / -1.02*
Asia / 2.82* / 6.72* / -1.01*
North America / 0 (base) / 0 (base) / 0 (base)
Hiring department’s COLI
Degree-granting department’s COLI / 13.40*
Hiring department’s endowment
Degree-granting department’s endowment / 1
Subsamples / 200
Candidate human brand cues displayed in rows; department brand cues displayed in columns.