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

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

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