This paper reports about a field experiment conducted to estimate the impact of the share of women in business teams on their performance. Teams consisting of undergraduate students in business studies start up a venture as part of their curriculum.
In the context of a basic, short-term data entry job, unannounced provision of public recognition to employees yielded an economically significant increase in performance. Results suggest that recognition works best when it is provided exclusively, but not too exclusively. The performance increases in exclusive recognition are mainly driven by strong positive responses of non-recipients, which is most likely due to conformity preferences.
This meta-analysis of field experimental evidence on firm-employee relationships finds strong evidence that financial incentive increase output, and that non-financial approaches and social relations also have important impacts. However, many important topics have not been studied yet using field experiments, including recruiting, worker promotion, and training.
This entrepreneurship education programme with final year primary school students in the Netherlands showed significant effects on student's non-cognitive entrepreneurial skills following the intervention.
