• I am an assistant professor in Strategy & Innovation at Scheller College of Business, Georgia Institute of Technology.

     

    My current research focuses on the origin, development, and deployment of innovative and entrepreneurial talent. I have several projects examining different populations of innovators and the impact of globalization. I was an assistant professor at Harvard Business School from 2012 to 2017 and a visiting scholar at MIT Sloan School of Management from 2016 to 2017. I received a Ph.D. in economics from the Massachusetts Institute of Technology in 2012 and a BA in mathematics and mathematical economics from Colgate University in 2007.

     

    My email address is: pian.shu at scheller.gatech.edu.

  • Journal Articles

    Foreign Competition and Domestic Innovation: Evidence from U.S. Patents

    (with David Autor, David Dorn, Gordon Hanson, and Gary Pisano)

    American Economic Review: Insights, forthcoming. [pdf] [Appendix] [Data] [NBER WP]

    Press Coverage: Economist, HBR Blog, NBER Digest, Vox

    Entrepreneurial Uncertainty and Expert Evaluation: An Empirical Analysis

    (with Erin L. Scott and Roman M. Lubynsky)

    Management Science, forthcoming. [SSRN]

    Press Coverage: HBS Working Knowledge

    Competition and Social Identity in the Workplace: Evidence from a Chinese Textile Firm

    (with Takao Kato)

    Journal of Economic Behavior & Organization 131A (November 2016): 37–50. [ScienceDirect]

    Asset Accumulation and Labor Force Participation of Disability Insurance Applicants

    Journal of Public Economics 129 (September 2015): 26–40. [ScienceDirect]

  • Other Publications

    The Impact of Trade Liberalization on Firm Productivity and Innovation

    (with Claudia Steinwender)

    Innovation Policy and the Economy, Volume 19 (University of Chicago Press, 2018): 39-68. [NBER]

    Gender Gap in High-Growth Ventures: Evidence from a University Venture Mentoring Program

    (with Erin L. Scott)

    American Economic Review Papers and Proceedings 107(5) (May 2017): 308-11. [AEAWeb]

  • Working Papers

    Innovatingin Science and Engineering or ‘Cashing in’ on Wall Street? Evidence on Elite STEM Talent

    November 2016 [pdf]

    Press Coverage: Washington Post, HBR Blog, Quartz

    The Long-Term Impact of Business Cycles on Innovation: Evidence from the Massachusetts Institute of Technology

    July 2012 [DSpace@MIT]

  • Teaching

    Foundations of Strategy (undergraduate), Scheller College of Business, Georgia Tech

    (2018-)

     

    This course introduces a wide variety of modern strategy frameworks and methodologies through case discussions, lectures, and team exercises. It aims to build a rich strategic management “toolkit” that is essential for future executives, consultants, investors, and other professionals when formulating, implementing, and evaluating business strategies. Topics include industry analysis, competitive positioning, design thinking, and entrepreneurship.

    Technology and Operations Management (first-year required MBA curriculum), Harvard Business School

    (2012-2015)

     

    This course enables students to develop the skills and concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services. Topics include process analysis, cross-functional and cross-firm integration, product development, supply chain management, and technology and operations strategy.

    Field Immersion Experiences for Leadership Development II (first-year required MBA curriculum), Harvard Business School

    (2014-2016)

     

    During FIELD II Global Immersions , students work in small, diverse teams to help solve customer challenges for Global Partner organizations around the world. Using the process of human-centered design, each student team completes a project to help their Global Partner develop or improve a product, service, or experience for a segment of its customers. They will travel to their Global Immersion location for eight days, during which they will meet with their Global Partner, spend time with local consumers testing preliminary ideas and developing new ones, and present their findings to senior management at the Global Partner organization.