Results 11 to 20 of about 1,873,776 (400)

Incentives in HMOs [PDF]

open access: yesSSRN Electronic Journal, 2001
We study the effect of physician incentives in an HMO network. Physician incentives are controversial because they may induce doctors to make treatment decisions that differ from those they would chose in the absence of incentives. We set out a theoretical framework for assessing the degree to which incentive contracts do in fact induce physicians to ...
Martin Gaynor   +3 more
openaire   +7 more sources

Incentives for separation and incentives for public good provision [PDF]

open access: yesPublic Choice, 2009
In this paper I examine the incentives of regions to unite, to separate and to provide public goods. Separation allows for greater influence over the nature of political decision making while unification allows regions to exploit economies of scale in the provision of public goods. When public good provision is relatively inexpensive, separation occurs
Staal, Klaas
core   +9 more sources

Incentives and Prosocial Behavior [PDF]

open access: yesAmerican Economic Review, 2004
We develop a theory of prosocial behavior that combines heterogeneity in individual altruism and greed with concerns for social reputation or self-respect.
R. Bénabou, J. Tirole
semanticscholar   +12 more sources

Incentives to Learn [PDF]

open access: yesReview of Economics and Statistics, 2009
This brief summarizes the results of a gender impact evaluation study, entitled Incentives to learn, conducted between March 2001 and March 2002 school year in Kenya. The study observed the impact of merit scholarship program on adolescent girls in Kenya on the student level.
Kremer, Michael   +2 more
openaire   +9 more sources

Incentives [PDF]

open access: yes, 1997
We model organization as the command-and-communication network of managers erected on top of technology (which is modeled as a collection of plants). In our framework, the role of a manager is to deal with shocks that affect the plants that he oversees directly or indirectly.
Eric Maskin, Yingyi Qian, Cheng-Gang Xu
openaire   +3 more sources

Respect as an Incentive [PDF]

open access: yesSSRN Electronic Journal, 2010
Assuming that people care not only about what others do but also on what others think, we study respect as a non-monetary source of motivation in a context where the length of the employment relationship is endogeneous. In our three-stage gift-exchange experiment, the employer can express respect by giving the employee costly symbolic rewards after ...
Marie Claire Villeval   +2 more
openaire   +10 more sources

Leadership and Incentives [PDF]

open access: yesManagement Science, 2016
We study how leader compensation affects public goods provision. We report from a lab experiment with four treatments, where the base treatment was a standard public goods game with simultaneous contribution decisions, and the three other treatments allowed participants to volunteer to be the leader in their group and make their contribution before ...
Cappelen, Alexander W.   +3 more
openaire   +5 more sources

Incentives in surveys

open access: yesJournal of Economic Psychology, 2022
Surveys typically use hypothetical questions to measure subjective and unverifiable concepts like happiness and quality of life. We test whether this is problematic using a large survey experiment on health and subjective well-being. We use Prelec’s Bayesian truth serum to incentivize the experiment and defaults to introduce biases in responses ...
Baillon, Aurélien   +2 more
openaire   +3 more sources

Incentives to Motivate [PDF]

open access: yesSSRN Electronic Journal, 2014
Abstract We present a model in which a motivator can take costly actions – or what we call motivational effort – in order to reduce the effort costs of a worker, and analyze the optimal combination of motivational effort and monetary incentives. We distinguish two cases.
Kvaløy, Ola, Schöttner, Anja
openaire   +5 more sources

Status and incentives [PDF]

open access: yesThe RAND Journal of Economics, 2008
This article introduces status as reflecting an agent's claim to recognition in her work. This is a scarce resource: increasing an agent's status requires that another agent's status be decreased. Higher‐status agents are more willing to exert effort in exchange for money; better‐paid agents would exert higher effort in exchange for improved status ...
Auriol, Emmanuelle, Renault, Régis
openaire   +7 more sources

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