Selected Academic Publications

• The Interplay of Discretion and Complexity in Public Contracting and Renegotiations (with C. Heinrich, S. Saussier and M. Shiva)
  Journal of Public Administration Research and Theory (2025)

• Herbert Simon's Legacy for Public Administration (with R. C. Gomes)
  Public Administration (2025)

• Willingness to Include: Enabling Pro-Social Strategies in Private Settings (with A. D. Caluz)
  Long Range Planning (2024)

• Contracting ‘Person-centred’ Working by Results: Street-level Managers and Frontline Experiences (with E. Carter, F. Rosenbach, and F. Van-Lier)
  Public Management Review (2024)

• Navigating contract renegotiations with sustainability at the helm: Societal benefits and transaction costs (with C. Heinrich, S. Saussier, and M. Shiva)
  Journal of Strategic Contracting and Negotiation (2023)

• The Credibility of Financial Committees and Information Usage: Trustworthy to Whom? (with A. Aquino, and D. Lima)
  Public Money and Management (2022)

Academic Publications in Leading Brazilian Journals

• Triumph in the sky: how new entrants survive in the Brazilian air market post-deregulation (with M. Marcusso, M. Gama, and P. Ferreira)
  Iberoamerican Journal of Strategic Management (2025)

• The (unexerted) competencies of municipal legislative financial committees in Brazil (with A. Aquino)
  Brazilian Journal of Public Administration (2020)

Research Awards and Recognitions

• EnANPAD (Brazilian AoM) Annual Meeting Best Paper - Clóvis L. Machado-da-Silva Award (2024, for Bearing the Burden: The Effects of Corporate Social Irresponsibility on Employees).

• Distinguished Paper Award AoM (2022, The Strategic Management Division, in Organization Structure, Networks and Relational Strategies, for Beyond the Agreement: Dilemmas in Contracting for the Transfer of Management Practices).

• AoM Best Papers (2020, 2022, 2024)

• Insper PhD Scholarship (2016-2021)

Academy of Management Proceedings (Best Papers)

• Bearing the Burden: The Effects of Corporate Social Irresponsibility on Employees (with L. Azevedo-Rezende)
  Academy of Management Proceedings (2024)

• Beyond the Agreement: Dilemmas in Contracting for the Transfer of Management Practices (with S. Cabral, S. Lazzarini and R. Paes-de-Barros)
  Academy of Management Proceedings (2022)

• Opening the Black Box of Value Appropriation: The Appropriation Ability in Constrained Markets (with S. Cabral and A. Duarte)
  Academy of Management Proceedings (2020)

Technical Reports

•  4 Day Week Pilot in Brazil: Final Pilot Report (with R. Rivetti, B. Lerer, T. Perrone, and P. Ferreira)
  Reconnect Happiness at Work and FGV-EAESP (2024).
  Em português: Piloto da Semana de 4 Dias no Brasil: Relatório do Resultado Final do Pilloto.

• Life Chances Fund Second Stage Evaluation Report: Kirklees (with F. Rosenbach, and F. Van-Lier, and E. Carter)
  University of Oxford (Government Outcomes Lab), Department of Media, Culture and Sport - DCMS, UK Governemnt (2023)

• INDIGO Hack and Learn Technical and Learning Report
  University of Oxford (Government Outcomes Lab), University of Cape Town (Bertha Centre), Ashoka University (Centre for Social Impact and Philanthropy), University of Georgetown (Beeck Center of Social Impact and Innovation), Insper Institute of Education and Research (Insper Metricis), (2021)

Working papers 

• Disseminating Performance-Enhancing Initiatives in Cross-Sector Collaborations: The Role of Managers (with  S. Cabral, S. Lazzarini,  R.  Paes-de-Barros and B. Quélin; target: Strategy Science)
  Abstract:  Cross-sector collaborations (CSCs) are often designed to create and promote general externalities that benefit populations. While past research has examined the performance effects of organizational attributes of CSCs, we highlight the critical role of CSC managers in leveraging the general externalities that those collaborations generate. We conceptualize and gauge CSC managers’ transferability potential, a condition that enables the internalization and dissemination of performance-enhancing managerial initiatives introduced by the cross-sector partners. Our study empirically examines a CSC in education in which a nonprofit consulting partner assisted targeted public schools in improving their managerial initiatives (such as setting and monitoring performance targets), a process that was facilitated by the presence of dedicated CSC managers (public servants overseeing the implementation of the CSC in multiple school units). We find that CSC managers with high transferability potential improved the educational outcomes of not only the schools in the original agreement but also of the nontargeted schools outside the collaboration’s original scope. Our data also suggest that CSC managers seem to allocate asymmetric effort towards the nontargeted beneficiaries. Our research thus underscores the crucial role of CSC managers in bolstering general externalities and promoting the inclusion of broader population segments.

• Relational Strategies as Engines for Intertemporal Value Creation and Appropriation in Underserved Markets (with  S. Cabral, S. Lazzarini, A. Duarte; target: Org Sci)
  Abstract:  There is a longstanding debate on how to address the needs of income-constrained individuals who may not be properly served or targeted by existing firms. While such underserved groups may represent opportunities for revenue growth, buyers in these settings often face resource constraints that create challenges for firms to create and appropriate value. In this paper, we theorize and test a relational mechanism explaining how experienced managers (sellers) dealing with underserved groups can intertemporally create and capture value. Leveraging a database with 138,874 negotiations of a dental services firm targeting income-constrained buyers and benefitting from a quasi-random sorting between sellers and buyers, we find that managers who specialized in dealing with constrained buyers offer more price discounts and close fewer deals in the short run, thus allowing them to focus on a close set of recurring buyers and appropriate long-term gains. Consistent with our proposed relational approach, this effect mainly occurs when there is lower seller competition. Therefore, our study unveils a mechanism through which firms can deal with the inherent difficulties of profitably operating in underserved markets. By learning how to target and operate in underserved markets, experienced and specialized managers can help organizations intertemporally appropriate value and, at the same time, benefit income-constrained buyers.

• Leveraging Outcomes-based Contracts: The Role of Socially-oriented Investors (w/ M. Gibson and A. Daniel, prior version presented at Social Outcomes Conference, 2021)
  Abstract:  This paper advances the theoretical and empirical literatures investigating how to leverage OBCs in public contracting, highlighting challenges and boundary conditions for scaling OBCs. By assessing a dataset comprising ongoing and still unlaunched OBCs worldwide, I observe that such OBCs could, beyond widening the audiences of targeted vulnerable populations, also widen the scale of investments depending on the orientation of investors. But scaling up contracts is not trivial, and socially-oriented investors are certainly crucial actors in doing so. I then bridge the OBC literature with studies analyzing the choices and tradeoffs investors and other stakeholders face when dealing with social outcomes. My findings add to the literature suggesting OBCs as a promising but also incipient approach in public contracting Finally, I suggest there are short- and long-term pathways to be explored. In the shorter term, policymakers could try to engage the socially-oriented investors in conventional public-private partnerships to also rely on OBCs, which are currently restricted to small-scale pilot projects. As uncertainty diminishes, in the longer term, future work could delve into how to better use financial-social aligning mechanisms to also engage financially-oriented investors. Perhaps contrary to initial beliefs, despite the inherent dual objectives of OBCs considering social outcomes, dual-purpose investors with limited capital would be the last to scale their investments.

Work in progress

• When the Camera Rolls, Who Do Officials Speak to? Felt Accountability in the Age ff Digital Forums (w/ A. Aquino and D. Lima; target: JPART)
  Abstract: Prior research on accountability emphasizes hierarchical or legally mandated oversight in the public sector. However, politically exposed persons, such as elected officials, increasingly face dispersed accountability pressures through digital platforms. In these forums, scrutiny is constant, reshaping how accountability is experienced. Building on felt accountability theory—defined as the anticipation of evaluation and potential sanctions from salient audiences—we explore how digital forums influence local legislators’ accountability practices. Using a mixed-methods design, we conducted a survey experiment with randomized vignettes (n=422 Brazilian legislators) and 12 interviews. The experiment varied deliberation settings—in-person, live-streamed, or live-streamed and recorded—during debates on pandemic-related policies. Legislators in live-streamed and recorded settings increasingly justified their positions to vocal interest groups rather than broader audiences, especially in politically polarized environments. Interviews revealed that digital visibility amplifies reputational concerns and leads legislators to prioritize narrow, short-term interests. Our study shows that digital forums may generate unintended consequences: rather than fostering public-good transparency, they may incentivize strategic behavior focused on specific audiences. These findings contribute to the literature on felt accountability by illuminating how digital technologies expand and intensify accountability pressures. To balance transparency and societal well-being, governments must design digital forums that mitigate narrow interest-group influence and promote broader public accountability.