With many kinds of personal information becoming available online in the past decades, this dissertation addresses the personal, managerial, and societal implications of personal information online that used to be private in the past. Essay One (Chapter 2) investigates the role of social information (such as names and profile photos) in racial discrimination against Blacks using a correspondence method on an online rental housing platform. It examines whether Blacks with non-Black-sounding names are discriminated against, compared to those with Black-sounding names or Whites, when race is signaled through profile photos. In addition, it studies whether building less complete profiles (e.g., using pseudonyms or not presenting profile photos) impartially hurts Blacks and Whites. Essay Two (Chapter 3) compares involuntary discovery and voluntary disclosure of personal information (invisible stigma) in a hiring context. It examines how the two modes of learning about job applicants’ social media differently influence hiring outcomes. Essay Three (Chapter 4) looks at party identity as antecedents of online privacy decisions for public safety such as personal data for contact tracing and crime detection. Additionally, it investigates two interventions that promote online privacy decisions for public safety when party identity is salient: deemphasis on party identity and recategorization as national identity. Overall, this dissertation contributes to the literature on information systems, social psychology, and economics by highlighting the role of digital technology in enabling a greater depth of identity disclosure and discovery and thus changing the landscape of perception and decision-making today. / Business Administration/Management Information Systems

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The first essay shows that academic directors significantly increase firms' innovation. Following an academic director's death and relative to a non-academic director's death, the average firm reduces the number of citation-weighted patent applications by 30.7%. The number of patent applications also increases when an academic director becomes less busy after another company she holds directorship is acquired. Consistent with an advising channel, academic directors in STEM disciplines are particularly pro-innovation. In line with monitoring channels, firms with academic directors tend to dismiss CEOs who do not innovate and restrict real earnings management that waste financial resources. The relation between academic directors and innovation is not driven by PhD CEOs or non-academic PhD directors. Academic directors are associated with higher firm value at firms where innovation is more important but not at other firms. Overall, our results highlight the vital advising and monitoring roles academic directors play in corporate innovation. The second essay finds that pre-existing professional ties with a firm's board significantly increase a CEO candidate's probability of being hired by the firm. Considering all CEOs hired this year as potential candidates, a board-connection corresponds to a 152% increase in the probability the candidate is selected as CEO. Consistent with the hypothesis that boards select connected candidates to increase shareholder value, we find significantly greater firm performance improvement after CEO turnovers for firms hiring connected CEOs than those hiring unconnected CEOs. Further, the performance increases are significant only among firms with severe information asymmetry, large CEO termination risk, and high coordination costs. We also find that connected CEOs make better acquisitions than unconnected CEOs. These results suggest connected hiring increases firm performance because it reduces information asymmetry, CEO termination risk, and CEO-board coordination costs. Inconsistent with boards rendering favors to friends, connected CEOs are not awarded a larger pay package when they assume office. Overall, our results suggest that it pays for a firm to hire a CEO with pre-existing ties to the board. / Doctor of Philosophy / We see professors seating on corporate boards all the time. Why do firms hire them? Do they make firms innovate more because they have strong research orientation? The first essay finds that these directors enhance corporate innovation. They improve innovation with their STEM expertise. Because STEM disciplines are particularly relevant to production technology, they are able to advise the CEO about innovation. We also find that these directors make firms innovate more by linking CEO termination decisions to innovation and by preventing companies from wasting resources that could otherwise be used for innovation. Lastly, these directors improve firm value at firms where innovation is important. The board makes CEO recruiting decisions. We are interested in knowing (1) whether candidates are more likely to be hired if they already had a connection with the board; (2) whether these candidates outperform candidates without any connections. The second essay finds that having an acquaintance on the board helps a CEO candidate land the CEO position. We also find that these CEOs outperform CEOs without any connections. This is because there is little information gap between the connected CEO and the board. Also, the pre-existing connections allow the two parties to have better coordination.

Effects of selection risk on sex discrimination in hiring were investigated. Ninety-six male and female educational administration graduate students rated ficticious resumes on suitability for hiring for the female-oriented position of secondary school teacher. Sex and selection risk level were varied, with sex of rater as an assigned factor. Analysis of variance yielded significant main effects for sex (p < .01) and selection risk level (p < .05). All ratings were lower in high selection-risk situations, with males preferred over females across both levels of risk. Results suggested that ratings were based on a stereotype of female inferiority in work efficiency, overriding job sex-orientation as a decision factor.

Successful transition to civilian employment is a challenge for veterans. The purpose of this single case study was to explore critical aspects of hiring managers' decision-making process and to understand how these strategies and techniques affect the hiring of veterans. Tajfel and Turner's social identity theory and Lewin's organizational change model formed the conceptual framework for the study. The participants for this study were 8 hiring managers from a midsized company in the Upper Hudson Valley Region, New York. Data were collected using semistructured interviews. The data were analyzed and coded and 4 themes emerged: strategies used to fill open positions, specific recruitment and interview protocols, veterans' skills from military training, and lack of experience with hiring veterans. The study results may contribute to veteran's awareness of the skills that employers are seeking that veterans may be able to fulfill. The results of the study could create an opportunity for hiring managers to recognize that veterans represent a trained, ready-made talent pool. The social impact of the study could help hiring managers identify and design the required job description criteria to include the transferable skills of veterans.

Principals are considered the educational leaders of their schools and face pressure to improve the quality of education across all levels and disciplines. Principals were interviewed to understand their beliefs, knowledge, and dispositions on staffing teachers in the primary grades. A purposive sample of elementary school principals was drawn from one mid-size suburban district in Florida. Data were analyzed using Bolman and Deal's four-frame organizational theory framework, Cohen's cognitive frame, and Boote's theory of professional discretion. The data strongly suggest that principals do not understand the foundations of early childhood practice. In addition, they do not understand the differences between Early Childhood Education (ECE) and Elementary Education (EE). The principals tend to hire teachers with EE certification as opposed to ECE training. This is partially due to their lack of understanding of ECE and to the perceived advantage of being able to place teachers in a wide range of grade levels. Although all principals stated that primary teaching requires specialized knowledge, most principals consider flexibility to move teachers into the upper grades more important. Three main implications for practice are suggested based on recommendations for advocacy and public education for young children within PreK-3rd continuum initiatives. (1) Professional development in ECE should be implemented at the district level for principals to learn and understand the differences in preparation between ECE and EE teacher preparation and to demonstrate the importance of the early years of child development and education. (2) Curriculum enrichment in ECE needs to be added to higher education, graduate teacher leadership programs to demonstrate the importance of the early years of child development and education. (3) The policy for hiring should be centralized at the district level and require teachers with training in ECE for the primary grades. The limitations of the study and recommendations for future research are also discussed.

The purpose of this study was to analyze how administrators and faculty leaders perceive the impact of AB 1725 on faculty hiring in California community colleges. Employing a qualitative case study approach, this research presented the findings from interviews and document analysis for the cases included in this effort. Four California community colleges (CCCs) were chosen for this study; they were selected based on their differing, but representative, CCC characteristics to encompass a range of participant perspectives. Institutions were purposefully chosen to include two sites within the same multi-college district; a small, rural site; and a large, urban, single-district site; the chief instructional officer and academic senate president (or designee) were interviewed at each of the colleges in the study. Interviews and document analysis produced several themes related to how the instructional administrators and faculty leaders at the four case-study sites perceived the 75/25 mandate. Seven cross-case themes emerged from the data. Participants expressed an understanding of the 75/25 ratio that generally aligned with the language of the mandate. However, in light of their observations regarding the inconsistent enforcement of the mandate, participants viewed 75/25 as an ideal rather than a rule. Additionally, while it might seem that a plan or directive for meeting 75/25 would promote progress toward the ratio levels, the participants from the only site that had reportedly achieved the mandated levels indicated the absence of a plan. When asked about the obstacles to compliance, participants most often cited fiscal constraints as the main hurdle to successfully meeting the 75/25 rule. Finally, most participants expressed little awareness of the progress of the 75/25 mandate within the CCC system. The results of this research may be used to reassess the full- to part-time hiring ratio.

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I analyze the effects of gender diversity on video game production teams. I hypothesize teams with greater gender diversity produce more games with uncommon characteristics than less diverse teams, and the games these teams develop generate higher revenue and unit sales compared to games developed by less diverse teams. I find teams with more women disproportionately develop games that are non-violent and have playable female leads. I examine whether there is an optimal ratio of women to hire for each game genre in order to maximize revenue by analyzing the relationship between the percentage of women on a team in each genre and total revenue. While I do see evidence of firms over- or under-hiring women in some genres before 2001, it appears for the most part firms have optimized their hiring practices in regards to gender diversity from 2001 onward.