Imperial College London

Dr HeeJung Jung

Business School

Assistant Professor of Entrepreneurship



+44 (0)20 7594 9227hj.jung




281Business School BuildingSouth Kensington Campus





Publication Type

2 results found

Chan TH, Lee YG, Jung H, 2021, Anchored differentiation: the role of temporal distance in the comparison and evaluation of new product designs, Organization Science, Pages: null-null, ISSN: 1047-7039

A new design can be compared with its contemporaries or older designs. In this study, we argue that the temporal distance between the new design and its comparison play an important role in understanding how a new design’s similarity with other designs contributes to its valuation. Construing the value of designs as a combination of their informational value and their expressive value, we propose the “anchored differentiation” hypothesis. Specifically, we argue that expressive value (which is enhanced by how much the new design appears different from others) is emphasized more than informational value (which is enhanced by how much the new design appears similar to others) compared with contemporary designs. Informational value, however, is emphasized more than expressive value when compared against designs from the past. Therefore, both difference from other contemporary designs (contemporary differentiation) and similarity to other past designs (past anchoring) help increase the value of a new design. We find consistent evidence for our theory across both a field study and an experimental study. Furthermore, we show that this is because temporal distance changes the relative emphasis on expressive and informational values. We discuss our contribution to the growing literature on optimal distinctiveness and design innovation by offering a dynamic perspective that helps resolve the tension between similarities and differences in evaluating new designs.

Journal article

Jung H, Vissa B, Pich M, 2017, How do entrepreneurial founding teams allocate task positions?, Academy of Management Journal, Vol: 60, Pages: 264-294, ISSN: 0001-4273

How do founding team members allocate task positions when launching new ventures? Answering this question is important because prior work shows both that founding team members often have correlated expertise, thus making task position allocation problematic; and initial occupants of task positions exert a lingering effect on venture outcomes. We draw on status characteristics theory to derive predictions on how co-founders’ specific expertise cues and diffuse status cues drive initial task position allocation. We also examine the performance consequences of mismatches between the task position and position occupant. Qualitative fieldwork, combined with a quasi-experimental simulation game and an experiment, provides causal tests of the conceptual framework. We find that co-founders whose diffuse status cues of gender (male), ethnicity (white), or achievement (occupational prestige or academic honors) indicated general ability were typical occupants of higher-ranked positions, such as chief executive officer role, within the founding team. In addition, specific expertise cues that indicated relevant ability predicted task position allocation. Founding teams created more financially valuable ventures when task position occupants’ diffuse status cues were typical for the position; nonetheless position occupants with high diffuse status cues also appropriated more of the created value. Our results inform both entrepreneurship and status characteristics literature.

Journal article

This data is extracted from the Web of Science and reproduced under a licence from Thomson Reuters. You may not copy or re-distribute this data in whole or in part without the written consent of the Science business of Thomson Reuters.

Request URL: Request URI: /respub/WEB-INF/jsp/search-html.jsp Query String: respub-action=search.html&id=00823585&limit=30&person=true