New York University
Gino Cattani is Associate Professor of Strategy and Organizations at the Stern School of Business, New York University. He received an M.A. in Management Science and Applied Economics from the Wharton School at the University of Pennsylvania in 2001 and a Ph.D. in Management from Wharton in 2004. His research focuses primarily on creativity, innovation, social network, and social evaluation. In his research, he makes use of a variety of different methods – from historical case studies, to large sample studies, to lab experiments and simulation – to examine the conditions facilitating the generation of novelty (e.g., an idea, product or technology) and how the recognition of this novelty is then shaped by the features of the evaluating social audiences (e.g., peers, critics or users). His research has been published in American Sociological Review, Administrative Science Quarterly, Strategic Management Journal, Academy of Management Journal, Research Policy, Strategy Science, Industrial and Corporate Change, and Organization Science, where he is also Senior Deputy Editor. He also serves as Associate Editor at Management Science and Industrial and Corporate Change. He has been an active member of the Academy since 1999. His paper “Technological Pre-Adaptation, Speciation and Emergence of New Technologies: How Corning Invented and Developed Fiber Optics” (Industrial and Corporate Change, 2006) won the 2012 Richard Nelson Award Price.
It is well known even intuitively that novelties destined to subvert the established way of doing things in a given world are often pushed forward by innovators who reside at the periphery of – and at times even outside – that world. The journey of novelty from the margins to the core is as captivating […]
When is novelty more likely to elicit a favorable evaluation? Building on social psychology research, which shows that mental construals influence evaluation and decision-making, and recent work on entrepreneurial storytelling, we argue that the attractiveness of novel ideas and the willingness to support them vary with the mental processes audiences use to evaluate them. We […]