The impact of management incentives in intergroup contests
In: Research paper series 87
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In: Research paper series 87
In: Research paper series 64
In: Research paper series 63
In: Research paper series 48
In: Diskussionspapiere der DFG-Forschergruppe Heterogene Arbeit 04,17
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 31, Heft 4, S. 101383
In: European Journal of Political Economy, Band 60, S. 101811
In: Economics of education review, Band 29, Heft 3, S. 364-374
ISSN: 0272-7757
In: International public management journal, Band 12, Heft 3, S. 332-344
ISSN: 1559-3169
In: Zeitschrift für Konfliktmanagement: Konfliktmanagement, Mediation, Verhandeln ; ZKM, Band 26, Heft 1, S. 4-10
ISSN: 2194-4210
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 33, Heft 6, S. 101589
In: The journal of conflict resolution: journal of the Peace Science Society (International), Band 57, Heft 4, S. 570-597
ISSN: 1552-8766
Mediation is a popular process to prevent conflicts over common resources, but there is little clean insight into its effectiveness and mechanisms. Our experimental approach allows for a comprehensive analysis of third-party intervention into potential conflicts and circumvents key problems linked to the analysis of field data. A mediator who credibly threatens punishment in the case of uncooperative behavior achieves the efficient solution in most cases. Similar results are obtained even if the mediator is biased toward one party or has no incentive to intervene. When cooperation fails, communication without credible punishment threats leads to particularly low payouts for the "losing" party. [Reprinted by permission of Sage Publications Inc., copyright holder.]