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Too Good to Be True? The Unintended Signaling Effects of Educational Prestige on External Expectations of Team Performance

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  • Stephen J. Sauer

    (School of Business, Clarkson University, Potsdam, New York 13699)

  • Melissa C. Thomas-Hunt

    (Darden School of Business, University of Virginia, Charlottesville, Virginia 22906)

  • Patrick A. Morris

    (The May Group Family Fund, Ltd., Mutende, Somerset-Sandys, Bermuda MA05)

Abstract

In this paper we report the results of two experimental studies designed to test how demographic characteristics affect outsiders' assessments of a firm's top managers. We draw on theories of evaluation and status characteristics to examine the interactive effects of managers' racial characteristics and educational prestige on external perceptions. In the first study, we find that top executives' educational background and race affected analysts' valuation of a firm's stock. Outside analysts made the highest stock price projections for firms led by white executives who had highly prestigious educational backgrounds but made the lowest valuations for firms led by African Americans with the same prestigious education. We posit that the moderating effect of executives' racial characteristics stems from outsiders' assumptions that African American managers received preferential treatment in the admissions process for high prestige universities. In the second study, we find that when we explicitly removed the possibility of preferential selection, analysts gave the same stock valuation to firms led by white and African American executives with high educational prestige. We discuss the implications of these findings for theory and management.

Suggested Citation

  • Stephen J. Sauer & Melissa C. Thomas-Hunt & Patrick A. Morris, 2010. "Too Good to Be True? The Unintended Signaling Effects of Educational Prestige on External Expectations of Team Performance," Organization Science, INFORMS, vol. 21(5), pages 1108-1120, October.
    • Handle: RePEc:inm:ororsc:v:21:y:2010:i:5:p:1108-1120
    DOI: 10.1287/orsc.1090.0523
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    References listed on IDEAS

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    Cited by:

    1. Donald D. Bergh & Brian L. Connelly & David J. Ketchen Jr & Lu M. Shannon, 2014. "Signalling Theory and Equilibrium in Strategic Management Research: An Assessment and a Research Agenda," Journal of Management Studies, Wiley Blackwell, vol. 51(8), pages 1334-1360, December.
    2. Tsedal B. Neeley, 2013. "Language Matters: Status Loss and Achieved Status Distinctions in Global Organizations," Organization Science, INFORMS, vol. 24(2), pages 476-497, April.
    3. APJM Editorial Team, 2020. "Making contributions beyond theory-based studies: From the APJM editorial team," Asia Pacific Journal of Management, Springer, vol. 37(1), pages 1-6, March.
    4. François-Xavier de Vaujany & Emmanuelle Vaast, 2014. "If These Walls Could Talk: The Mutual Construction of Organizational Space and Legitimacy," Organization Science, INFORMS, vol. 25(3), pages 713-731, June.
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    6. Christopher I. Rider & Giacomo Negro, 2015. "Organizational Failure and Intraprofessional Status Loss," Organization Science, INFORMS, vol. 26(3), pages 633-649, June.
    7. Betancourt, Nathan & Jochem, Torsten & Otner, Sarah M.G., 2023. "Standing on the shoulders of giants: How star scientists influence their coauthors," Research Policy, Elsevier, vol. 52(1).
    8. Trapido, Denis, 2015. "How novelty in knowledge earns recognition: The role of consistent identities," Research Policy, Elsevier, vol. 44(8), pages 1488-1500.
    9. Lee, Ji-Hwan & Roberts, Michael J.D., 2015. "International returnees as outside directors: A catalyst for strategic adaptation under institutional pressure," International Business Review, Elsevier, vol. 24(4), pages 594-604.
    10. Robert B. Lount & Oliver J. Sheldon & Floor Rink & Katherine W. Phillips, 2015. "Biased Perceptions of Racially Diverse Teams and Their Consequences for Resource Support," Organization Science, INFORMS, vol. 26(5), pages 1351-1364, October.

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