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Vanity in Teams
Journal article   Peer reviewed

Vanity in Teams

Daniel Dorn and Pramodkumar Yadav
Journal of banking & finance, v 184, 107637
Mar 2026
Featured in Collection :   Research Supported by Drexel Libraries' OA Programs
url
https://doi.org/10.1016/j.jbankfin.2026.107637View
Published, Version of Record (VoR)Open Access via Drexel Libraries Read and Publish Program 2026CC BY-NC-ND V4.0 Restricted

Abstract

Team management Realization utility Disposition effect Vanity Groupthink Mutual funds
We hypothesize that vanity amplifies realization utility in teams; admitting mistakes is particularly painful when mistakes have to be admitted to self and colleagues. Consistent with the Vanity hypothesis, U.S. stock funds run by teams hold on to losers when losers were initiated by a subset of the team (to avoid admitting a mistake to their non-initiating colleagues), when initiators of loser positions are more experienced (to avoid losing authority by admitting mistakes to junior colleagues), and when all colleagues agree that a position is a loser. Vanity is costly – losers held underperform by a risk-adjusted 1% annually.

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Collaboration types
Domestic collaboration
International collaboration
Web of Science research areas
Business, Finance
Economics
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