Working Papers


Scalable Expertise (with David Argente, Ezra Oberfieldand Venky Venkateswaran[Paper] April 2021 

We present a theory of firm size, where both scope and expertise are chosen endogenously. The extent to which expertise is scalable (applicable to multiple products), as opposed to local (specific to a particular product), is also chosen by the firm.  We use data on multi-product and multi-establishment firms, and provide empirical evidence in support of the model's predictions.

Patents to Products: Product Innovation and Firm Dynamics (with David ArgenteSalomé Baslandze, and Douglas Hanley [Paper][Appendix January 2021 

We construct a new patent-to-product dataset combining unique patent and product data, and document that: (i) there is a substantial amount of product innovation that comes from firms that have never patented; (ii) patents of large firms have a weaker association with the quality and quantity of product innovations, consistent with the hypothesis that market leaders are more likely to use patents to deter innovation by competing firms.

Product Innovation and Credit Market Disruptions (with João Granja), [Paper] September 2020 

We provide new evidence that disruptions in firm’s access to credit during the Global Financial Crisis of 2008 had significant effects on product innovation in the consumer-goods sector.

The Life Cycle of Products: Evidence and Implications (with David Argente and Munseob Lee[Paper] [AppendixAugust 2020  

We document that the sales of individual products decline at a steady pace throughout most of their life cycles, mostly because the appeal of products declines with age. Our empirical and model-based results are consistent with products quickly becoming obsolete as they face competition from newer products of competing firms (business stealing) and from newer products of the same firm (cannibalization). [This paper was previously circulated as ''How do firms grow? The life cycle of products matters''.]

Firm Dynamics, Persistent Effects of Entry Conditions, and Business Cycles [Paper] April 2018

I provide new evidence that businesses born in downturns start on a smaller scale and remain smaller over their entire lifecycle, and no evidence that these differences attenuate even long after entry. Using data on the productivity and composition of startup businesses, I show that this persistence is related to selection at entry and demand-side channels. I build a model of firm dynamics that shows that when I mute the effects of selection mechanisms, the average initial size differences are more procyclical, but they are less persistent over time. 

 

Working in Progress 


How do Firms Build Market Share? (with David Argente, Doireann Fitzgerald, and Anthony Priolo)

We use retail scanner and advertising data on consumer food to show that entering firms grow by: (1) Adding new geographical markets; (2) Building market share in continuing markets, without changing markups; (3) Using advertising to generate sales within markets. We use these facts together with structural model to back out distribution of intrinsic heterogeneity.

The Occupational Mix of New Businesses (with Elizabeth Weber Handwerker and David Piccone)

The Anatomy of Financial Innovation  (with Ana Babus and Matias Marzani)

 

 

Publications 


Innovation and Product Reallocation in the Great Recession (with David Argente and Munseob Lee), Journal of Monetary Economics, Vol 93, January 2018, pp. 1-20 [Paper] 

We use detailed product- and firm-level data to study the sources of innovation over the period from 2007 to 2013. We document that: (i) entry and exit of products is prevalent among different types of firms; (ii) most reallocation of products occurs within the boundaries of the firm; (iii) product reallocation is strongly pro-cyclical and declined by more than 25 percent during the Great Recession.  

The Life Cycle of Businesses and Their Internal Organization (with Elizabeth Weber Handwerker and David Piccone), American Economic Review, Papers and Proceedings, forthcoming  [Paper]  

We document new stylized facts on the occupational mix of businesses in the U.S. and on how their internal organization evolves over their life cycles. Our main empirical finding is that younger businesses have fewer hierarchical layers and span of control than comparable older businesses. Our results suggest that businesses become more hierarchical and increase their managerial span of control over their life cycles. We show that this pattern is not entirely driven by selection or differences in size and is pervasive across cohorts and sectors.