IGL database (beta)

2006
Cornet, M., Vroomen, B., van der Steeg, M.

An innovation voucher scheme in the Netherlands appears to successfully encourage SMEs to work with public research institutes on innovative projects.

2002
Nagin, D., Rebitzer, J., Sanders, S., Taylor, L.

In the context of a call centre, behavioural heterogeneity observed through employees shirking when reduced monitoring is introduced has important implications for the design and management of reward systems. Management needs to balance monitoring strategies needed to regulate opportunistic employees with strategies needed to sustain the motivation of the substantial fraction of employees disinclined to shirk.

2001
Stajkovic, A., Luthans, F.

In the context of a major consumer credit company in a department where employees conduct measurable and relatively low-complexity tasks, there were significant differences between the effects on performance of routine pay for performance and the O.B. Mod.-administered money. This points to the importance of theory-based, systematic application procedures. Supervisors can quickly be trained in the steps of behavioural management, and can effectively implement them quickly to obtain positive performance results.

1999
Camerer, C. and Lovallo, D.

In the context of a lab experiment intended to mimick market entry decisions, overconfidence leads to the neglect of the quality of competition. When post-entry payoffs are based on individual abilities, individuals tend to overestimate their chances of relative success and enter more frequently. Surprisingly, overconfidence is even stronger when individuals' self-select into the experimental sessions knowing their success will depend partly on their skill.

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