Young-Kyu Kim - The University of Chicago Booth School of Business

E D U C A T I O NUNIVERSITY OF CHICAGO,GRADUATE SCHOOL OF BUSINESSYoung-Kyu Kim575 W. Madison St. Apt. #3201, Chicago, IL 60661Tel: 312.575.8510; Mobile: 773.818.8433ykim8@ChicagoGSB.eduPhD Candidate• Major area: Organizations and Markets• Support area: Econometrics• Coordinated Sequence: SociologyThesis Title: An Examination of Status Dynamics in the U.S. Venture Capital IndustryThesis Committee: Professors Matthew Bothner (Chair), Ronald Burt, Timothy Conley,Stanislav Dobrev, Damon Phillips, and Sean SaffordMBA, expected in 20082002 - presentCARNEGIE MELLON UNIVERSITY August 2002Master of Information Systems Management (with Distinction)SEOUL NATIONAL UNIVERSITY February 1996Master of Business Administration (with Honors)• Concentration: International Business/ Strategic ManagementSEOUL NATIONAL UNIVERSITY February 1994Bachelor of Business Administration (with Honors)RESEARCH INTERESTSOrganizational identity and status, and their impacts on market competition; optimal social structureof entrepreneurship; the effect of social environment on individual motivation, incentive, andperformance; the effect of syndicate network in the U.S. venture capital industryHONORS AND AWARDS• Oscar Mayer Fellowship; the Oscar Mayer Foundation (2006 – present)• PhD Studies Fellowship; GSB, University of Chicago (2002 – present)• The Best Researcher of the Year; Korea Information Society Development Inst. (2000)• Dongwon Fellowship; Dongwon Educational Foundation (1995)• The 1 st member of LG 21 st Century Global Interactive Challengers (1995)• Institute of International Business and Strategy Fellowship (1994)• Dean's List (1991 – 1993)• Chung-Dong High School Alumni Association Fellowship (1990)

W O R K E X P E R I E N C EUNIVERSITY OF CHICAGO,GRADUATE SCHOOL OF BUSINESS2002 – presentTeaching Assistant• Strategy and Structure (Professor Matthew Bothner; 2006 – 2007)• Strategic Leadership in Uncertain Environment (Professor Sean Safford; 2006 – 2007)• Network Structures of Effective Management (Professor Damon Phillips; 2003 – 2005)Research Assistant• Have worked with Professors Matthew Bothner, Damon Phillips, and Valery YakubovichKOREA INFORMATION SOCIETY DEVELOPMENT INSTITUTEMANAGEMENT CONSULTING DIVISION1997 – 2001Senior Researcher (Associate level)• Created and proposed various strategies and measures to enhance Korea Postal Service andKorea Telecom’s competitive position.• As a delegate of Korea Information Society Development Institute, participated in the 1st and2nd Cooperative Workshop for the Development of Postal Services between Korea and China inSeoul, Korea and in Beijing, China (2000).• Conducted consulting projects with Stanford Research Institute (1998), University of Michigan(1999), Arthur D. Little (1999), Oracle (1999), Ovum (2000), etc.MINISTRY OF INFORMATION AND COMMUNICATIONS 1996 – 1997Public Service Agent (in lieu of mandatory army service)THE IBS CONSULTING GROUP 1996Consultant• Long-Term Strategic Planning of Korea Trade and Investment Promotion AgencySEOUL NATIONAL UNIVERSITYINSTITUTE OF MANAGEMENT RESEARCHResearch Assistant of the Case Development Center• Published Case Study Indexes for Seoul National UniversityParticipated in the following projects as a research assistant• Long-term Strategic Planning of Korea Highway Corporation (1995)• Strategy Audit of Korea Telecom (Ⅱ): Corporate Governance Structure (1995)• Strategy Audit of Korea Telecom (Ⅰ): Business Strategy and Privatization (1994)• Strategy for Technology Innovation in the Korean Semiconductor Industry (1994)1994 - 1996

RESEARCHDISSERTATIONAn Examination of Status Dynamics in the U. S. Venture Capital IndustryAbstract: I explore a dynamic relationship between the two kinds of status - primary status and complementarystatus. Primary status indicates a producer’s quality as a leader while complementary status approximates aproducer’s quality as an admired follower. To model the dynamics, I apply a spatial panel vectorautoregression approach, which accounts for social distance between actors, to venture capital industry. Myfindings include (1) both kinds of status Granger cause each other; (2) the return to status depends on the levelof status; and (3) a sufficiently big change in status may have persistent impacts. My research is expected tocarry implications on organizational status decay as well as growth.Status Membership as Another Dimension of Identity: The Effect of Status Variance on the FutureOrganizational StatusAbstract: In this article, I introduce an additional dimension of organizational identity from the viewpoint ofmarket audience. Under the uncertain situation, market audience socially identifies organizations by theirniche or relations with other organizations. My research deals with the relations with other organizations as away for market to identify organizations, especially focusing on status variance. In this paper, I define statusvariance as the degree of dispersion between alters’ status for an ego and explore the effect of status varianceon status growth. On the one had, broader spectrum of alters’ status may bring the same benefit as brokerage– various types of information and different kinds of skills, for example. On the other hand, such benefit maybe offset by increasing ambiguity in market’s identification of ego’s status. Using both legal/financial advisorynetworks in the market of mergers and acquisition as well as venture capitalists’ network, I find evidence forthe argument that high status variance affects future status growth negatively.WORKING PAPER – provisional acceptance at Organization ScienceWhy Pseudonyms? Deception as Identity Preservation among Jazz Record Companies, 1920 – 1929(with Damon J. Phillips)Abstract: This paper theoretically and empirically engages the relationship between organizational identity anddeception using the market for early jazz recordings as a setting. In this setting pseudonyms (where arecording is reissued under a fictitious name) were used deceptively as a way to preserve a firm’s identitywhile selling profitable but identity-threatening products to the mass market. Firms founded in the Victorian-Era actively sought alignment with the cultural elite and used pseudonyms to deceive observers into believingthat their production of cultural products was consistent with their Victorian-Era identity. In effect,pseudonyms allowed these firms to decouple their position in identity space from their position in productspace by inflating production of identity-preserving products. Using product data from jazz discographies,record company directories, and record advertisements in major U.S. newspapers, we provide strong empiricalevidence that Victorian-Era firms were active in using pseudonyms to preserve their identities even while theseacts were inconsistent with a pursuit of financial gain.

WORKING PAPERS – in preparation for submissionBrokerage as a Magnifying Glass: The effect of brokerage on status growthAbstract: This article explores the question of “what kind of social capital is optimal for growth in status.”This article starts with reviews of two divergent views on network property as a form of social capital: closurevs. brokerage. By considering interaction between structural holes and status, this article reconciles twodivergent views. Specifically, this article claims that brokerage has a positive effect on high-status firms butdoes not have a positive effect on low-status firms. In line with Burt’s “magnifying glass” metaphor, thisarticle predicts that the positive effect of brokerage will become greater as organizational status gets higher.The main proposition of this article is supported by empirical analysis on venture capital industry from 1975 to2003, using fixed-effect model as well as alternative model specification. The finding of this article has animplication on not only organizational sociology literature but also broad status attainment research.Specifically, as a strategic behavior to gain status, this article suggests that an actor should position in cohesivenetwork initially and that an actor should increase the level of brokerage as status grows.Primary Status, Complementary Status, and Capital Acquisition in the U.S. Venture Capital Industry(with Matthew S. Bothner and Wonjae Lee)Abstract: This article introduces a distinction between two kinds of status—primary status and complementarystatus. Using as our starting point the documented finding that status positively affects economic performance,we extend earlier work on status-based competition by exploiting the fact that producers simultaneouslyoccupy positions in multiple prestige-based hierarchies, in turn signaling their distinct abilities to performdifferent roles in the same market—namely, the roles of leader and follower, originator and complementor, starand supporter in the context of syndicate-like structures. In light of these distinct roles, we view primarystatus as an indicator of a producer’s quality as a leader and complementary status as an indicator of aproducer’s quality as a follower. Using a multi-year panel of data on the rate at which VC firms grow in thenumber of funds they raise, we find that primary and complementary status independently and positively affectfuture performance.How Does Status Affect Inertia? The Effects of Primary and Complementary Status onOrganizational Change (with Matthew S. Bothner and Wonjae Lee)Abstract: What is the effect of status on organizational inertia? Does greater status impede change? Or does itinstead make organizations more prone to shift their market positions? Two competing hypotheses find supportin the literature: (i) Higher status economic actors are thought to be decidedly less change-prone. According tothis view, status is an asset to be deliberately protected by staying in place, and occupancy of a privilegedlocation in a prestige ordering insulates from the competitive pressure that otherwise triggers structural andstrategic shifts. (ii) A second set of accounts underlies the equally plausible expectation that status amplifies agiven organization's propensity to reposition itself. Underpinning this alternative view are the possibilities thathigher status producers at once see more opportunities for change and can pursue them at lower cost than theirless-well-regarded counterparts. Which of these perspectives more accurately depicts organizational conduct?We address this question by elucidating and contrasting these opposing views before taking steps towardtheoretical resolution in multidimensional model of status. In particular, we introduce a distinction betweentwo kinds of status—primary status and complementary status—exploiting the fact that producerssimultaneously occupy positions in multiple prestige-based hierarchies, in turn signaling their distinct abilitiesto perform different roles in the same market—namely, the roles of leader and follower, originator andcomplementor, star and supporter in the context of syndicate-like structures. In light of these distinct roles, weview primary status as an indicator of a producer’s quality as a leader and complementary status as anindicator of a producer’s quality as a follower. Using a multi-year panel of data on the degree to which VCchange their investment strategies, we find that primary and complementary status differentially affectorganizational inertia. Complementary status renders firms more inert. And as long as complementary status ishigh, primary status positively affects strategic change.

How Does Status Affect Performance? Status as an Asset Versus Status as a Liability in the PGA andNASCAR (with Matthew S. Bothner and Edward Smith)Abstract: Two competing predictions about the effect of status on performance appear in the organizationaltheory and sociological literatures. On the one hand, various researchers have repeatedly posited that statuselevates levels of performance. This line of work emphasizes performance-related tangible and intangibleresources that accrue to occupants of high status positions, thus picturing status as an asset. On the otherhand, a second line of work emphasizes complacency and distraction as the deleterious byproducts ofachieving high status, thus portraying status as a liability. Which of these two approaches best characterizesthe actual performance of individuals in a market setting? And are these views in any way reconcilable? Inthis article, we summarize the two views and then test them in two empirical settings: the Professional GolfAssociation (PGA) and the National Association for Stock Car Racing (NASCAR). Using panel data fromboth empirical settings we model athletes’ performance as a function of their status in the sport and findprecisely the same curvilinear effect of status in both settings. Performance improves with status—until a veryhigh level of status is reached, after which performance wanes. This result is consistent not only with theview that status carries tangible and intangible resources, but also, and more importantly, provides empiricalsupport for the contention that status eventually fosters dispositions and modes of conduct that undermineperformanceCONFERENCE PRESENTATIONS2007 Annual Meeting of the ACADEMY OF MANAGEMENTAn Examination of Status Dynamics in the U. S. Venture Capital Industry2006 Annual Meeting of the ACADEMY OF MANAGEMENTPrimary Status, Complementary Status, and Capital Acquisition in the U.S. Venture CapitalIndustry (with Matthew S. Bothner and Wonjae Lee)2006 Annual Meeting of the AMERICAN SOCIOLOGICAL ASSOCIATIONHow Does Status Affect Inertia? The Effects of Primary and Complementary Status onOrganizational Change (with Matthew S. Bothner and Wonjae Lee)2005 Annual Meeting of the ACADEMY OF MANAGEMENTLegitimate Deception: Pseudonyms as Legitimate Product Offerings among Jazz RecordCompanies, 1920-1929 (with Damon J. Phillips)2005 Trans-Atlantic Conference in London Business SchoolBrokerage as a Magnifying Glass: The Effect of Brokerage on Status Growth1996 Annual Meeting of the ACADEMY OF INTERNATIONAL BUSINESSEmpirical Study on Life Cycle Model of National Competitiveness: The Case of Korea (withDong-Sung Cho and Dong-hyun Lee)

MISCELLANEOUSPOSTAL INFORMATION REVIEW Articles (Korean)Value Creation in Postal Business through New Customer Relations (2001);Exploring New Strategic Concept for the Korea Postal Service: In the View of ValueCreation/Innovation (2000); The Change of Postal Service's Value Chain in the InformationEra (1999); An Introduction of Electronic Commerce for Acquiring Competitive Advantage(1999); A Study on Postal Reform: The Determinants of Governance (1999)INFORMATION AND COMMUNICATION (Magazine Article, in Korea)Recommendation of Door-to-Door Courier Services for Korea Postal Service (1999)PROFESSIONAL AFFILIATIONAcademy of Management; American Sociological Association

REFERENCE (available upon request)Matthew S. BothnerAssociate Professor of Organizations andStrategyGraduate School of BusinessUniversity of Chicago5807 South Woodlawn AvenueChicago, IL 60637Email: matthew.bothner@chicagogsb.eduPhone: (773) 834-5953Stanislav D. DobrevAssociate Professor of Organizations andStrategyGraduate School of BusinessUniversity of Chicago5807 South Woodlawn AvenueChicago, IL 60637Email: stanislav.dobrev@chicagogsb.eduPhone: (773) 834-5965Damon J. PhillipsProfessor of Organizations and Strategy andNeubauer Family Faculty FellowGraduate School of BusinessUniversity of Chicago5807 South Woodlawn AvenueChicago, IL 60637Email: damon.phillips@chicagogsb.eduPhone: (773) 834-2863